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CHAPTER 1

These Human Resources policies and procedures may be called HR Policies & Procedures Manual-2014 and in short HR P&P-14.

This policies & procedures manual shall be in force from June 1, 2014.

These rules apply to all full time employees of Kumail HR Services. These rules also apply to:

  • Contract employees, interns and apprentices;
  • Persons appointed as experts, advisors and/or consultants.

CHAPTER 2

HOW TO USE THIS MANUAL

  1. Purpose of this manual: The purpose of this manual is to provide specific guidelines for KHRS personnel in performance of their daily duties. It is not intended to prescribe step by step guidance for every eventuality, but defines the policies that the procedures should support. In the general applicability of these Policies and Procedures exceptions can only be authorized by CEO. Compliance with these policies and procedures are considered to be a condition of employment at KHRS.
  2. Effective Date: These Policies & Procedures shall be deemed effective from June 1 2014.
  3. Revision: This manual will be revised after every three years. Although certain exceptions can be made at the discretion of CEO, he may allow/recommend revisions at any time during the three year normal cycle of revision.
  4. Distribution: Sufficient copies of this manual will be produced to ensure that each office has at least one copy available for reference. It will be the responsibility of managers to ensure that their copy of the manual is kept up-to-date and placed in a publicly accessible location for the convenience of all KHRS staff.
  5. Personnel Review: Supervisor will ensure that all current and new staff in his/her charge is introduced to this manual through a review of its contents. It is then the responsibility of new employee to review this manual and ensure it is understood before conclusion of his/her probation period.
  6. Authority of this manual: This manual will supersede all previous versions of HR Policies and Procedures of KHRS. The original version of this manual in possession of HR department is the legal version and takes precedence over older versions extant in certain locations.
  7. Amendments to this manual: It is the collective responsibility of all KHRS employees to review and suggest modifications/changes that can further improve the effectiveness of this manual. If an employee feels that this manual has overlooked an issue or procedure or wants to recommend an improvement in some policy or procedure, s/he should write down the suggested improvement and discuss it with his/her supervisor before forwarding it to Human Resources Department. If the suggested improvement is in line with the overall organizational policies and procedures as well as all applicable laws of Pakistan, Human Resources Department will draft the proposed amendment(s) and forward it to EC for review and consideration, and if approved by EC to CEO for final approval.

CHAPTER 3

HISTORY OF KUMAIL HR SERVICES

2003: Company Established

2003: Contract with ICI Polyester Fiber, Lahore Road Sheikhupura

2003: Contract with Haleeb Foods Limited, Bhai Pheru

2005: Contract with Haleeb Foods Limited, Rahim Yaar Khan

2006: Contract with ICI Paints,

2007: Contract with Fuji Fresh & Freeze,

2010: Contract with Engro Foods Limited,

2010: Contract with Bulley Shah Paper Mills,

2010: Contract with Packages Limited,

2014: Contract with Nestle Foods

Pre-Qualified Clients:

  • Shell Pakistan Limited – Karachi
  • Pak- American Fertiliers – Mianwali

Achievements:

“SHE AWARD” – ICI Pakistan – 2004(Vice President Asif Juma)

 

“INNITIATIVE AWARD” – ICI Pakistan – 2005(Chairman  Jon R. Stony)
“SHE AWARD” – Haleeb Foods Limited – 2005(Managing Director Salman Dawood)

 

“SHE AWARD” – ICI Pakistan – 2009(Vice President Sohail Aslam Khan)

Ten Million Man HRS

 

CHAPTER 4

OUR VISION, MISSION & CORE VALUES

VISION

“To be the most effective, efficient and economic man power an HR service provider in the region”

MISSION STATEMEENT

We provide work environments where our employees can meet their potential and thrive in an atmosphere of excellence. We strive to be the industry standard in service to customers. We maintain a superior level of integrity in interactions with business partners and associates. We appreciate our achieved success and we conduct our business as model corporate citizens.

CORE VALUES

  • INTEGRITY

For close to a decade, KHRS has sustained its reputation of being a company which cherishes values such as fair play, honesty and reliability. Members of the KHRS family are determined to observe and follow the highest ethical standards required by the company and aims to win and sustain the confidence of the consumer as one of its primary objectives. This focus on ethics and integrity is not only outward looking, the daily functioning of the company encapsulates values like equal opportunity for all employees, a culture of complete meritocracy and no discrimination on the basis of gender, religion, cast and other such considerations. We believe therefore – mentioned values to be fundamental pillars of our success. We take pride in how we conduct the business by saying and doing the right thing, while consistently emboldening every one with us to the right thing at all times.

  • PURSUIT OF EXCELLENCE

The KHRS team is sold to the idea of perfection completely. There are many manifestations of this concept; we want to deliver to the consumer outstanding quality in the shape of our manpower; we want to deliver to the stakeholders; our investors and lenders the returns and profitability. For the employees, we want them to stretch themselves and chalk out a glittering future for this company and outstanding careers for themselves. For our business partners, our vendors, customers and service providers, we want to develop long term and mutually beneficial business relationships which allow them to grow in consonance with KHRS.

At KHRS the “germ” of pursuit of excellence is fairly contagious and it inspires people at all levels to perform exceptionally.

  • EMPOWERMENT AND ACCOUNTABILITY

Authority and accountability are twin concepts and we at KHRS believe in providing employees at all levels the right kind of authority which develops their decision, making skills and makes them think independently. And grow as business executives/managers, obviously with adequate controls in place so as to manage the risk in all decisions. This creates a sense of ownership in people boosting their morale as authority is delegated. Empowerment results in devolution of trust and establishment of a healthy working environment. Delegating responsibility, however, comes with personal responsibility. Thus, in order to ensure a result oriented and effective business environment, competent monitoring processes are practiced, where each employee takes responsibility for his/her respective decisions.

  • COOPERATIVE SPRIT

Admitting the importance of teamwork, the KHRS family passionately promotes the culture of sharing knowledge and working collectively. The concept of working in teams and with coordination comes in handy for reaping benefits from pooled talent and expertise ultimately resulting in higher productivity. A platform is provided to people where going an extra mile to accomplish team objective is a common routine. To add further value to our work practices, experienced and capable top management provides consistent counseling which enables employees to work towards a shared vision.

  • ENVIRONMENT HEALTH AND SAFETY

KHRS family has successfully managed to align their goals with procedures that priorities and comply with employee safety and health. Acknowledging the paramount significance and vitality of human capital for ensuring a successful business, the company arranges wellness programs aided by comprehensive safety literature to educate the employees about safe work environment. We facilitate employees with prompt first aid service and medical treatment, accompanied by periodic medical check-ups, a trained team for fire – fighting, emergency exit drills, laundry management and locker management system. Last but not the least; KHRS is on its way to be privileged with ISO 9001-2008, 14001 and 2200 certifications.

  • CORPORATE SOCIAL RESPONSIBILITY

At KHRS, employees are encouraged to contribute consistently and positively towards a better standard of life, not merely for our customers but also for the community at large. While acknowledging the importance of profitability and generating adequate returns to the stakeholders, we have also been mindful of integrating our operations with activities that help “giving back to the community”. KHRS is conscious about being environment friendly through strict observance of energy, water and waste reduction and numerous other environment friendly practices.

OUR QUALITY POLICY

We are committed to:

  • To provide the best resource available and prove to be the most efficient, effective and economic suppliers.
  • Meet the requirement of all relevant legislation and regulation on environment, consumer satisfaction & safety.
  • Promote mutual trust with customers, suppliers, employees, shareholders and community.
  • Provide necessary resources for continued improvement in quality, processes and environment, by constantly work on to reduce waste and consumption of water and power.

OUR SAFETY POLICY

  • The company shall enhance, create and promote work safety.
  • The company shall render support in order to create work safety and provide equipment and appliances with safety condition including condition and method in operation.
  • The company also enhances acknowledgement and motivates work performers on safety first.
  • The company has prescribed its policy that there shall be a Health, Safety and Environmental Committee to map out work and project planning.
  • The company has prescribed a policy that all Superiors have duties and responsibilities on the matter of work safety of their subordinates in strict compliance with Safety Rules and Regulations prescribed by the company.
  • The company has prescribed it as a policy that all work performers must have the duties and responsibilities for their own work safety as well as the safety of their co-workers in strict compliance with Safety Rules and Regulations prescribed by the company.
  • Key Elements of Safety Plan:
  1. Company Health, Safety and Environmental Policies.
  2. Safety Training Program for all Staff Positions.
  3. New employee orientation and training program.
  4. Job Safety Analysis (JSA) program for all major and high risk work.
  5. Safety award activities for job sites that present good record of safety awareness and where there are no facility accidents.

OUR COMPLIANCE POLICY

The company shall aim to fulfill all obligations towards the labour code of Pakistan.

Social and economic well-being of the people is one of the principal objectives of the company.

  • Workers’ right to form unions and unions should be protected and an institutional framework be made available to foster close cooperation between workers and employers at establishment level.
  • Equitable adjustment of rights between workers and employers should be ensured in an atmosphere of harmony, mutually beneficial to the workers and the management.
  • Consultations between workers and employers on matters of interest to the establishment and welfare of workers should be made more effective.
  • Adequate security of jobs should be available to the workers and there should be expeditious grievances’ notices.
  • Conditions should be created that workers and employers are committed in enhancing the labor productivity.
  • Promotion to higher jobs be ensured at all levels based on suitability and merit and for this purpose arrangements should be made for in-service training facilities.
  • Just and humane conditions of work be guaranteed to all workers.
  • Forced labor in all its forms to be eliminated.
  • Provisions relating to the employment of children to be strictly adhered to and be enforced.

CHAPTER 5

ORGANIZATIONAL STRUCTURE

Payroll Officer
Payroll Officer
Payroll Officer
Director
Legal Adviser/ Labor law Consultant

CHAPTER 6

Policy:                                     Equal Employment Opportunity

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Purpose & Scope:

1.1        To provide equal employment opportunity to all the employees of KHRS

1.2        Applies to all the permanent and contractual employees of KHRS.

  1. Policy:

It is the policy of KHRS to provide equal employment opportunities to qualified individuals regardless of race, color, ethnicity, caste, gender, national origin, ancestry, religion, age, disability or marital status consistent with laws of the Islamic Republic of Pakistan.

CHAPTER 7

Policy:                                     Gender Equity

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Purpose & Scope:

Purpose of this policy is to create gender equality across KHRS.

  1. Policy:

2.1.   It is the policy of KHRS to institute a gender sensitive environment within the organization in an effort to achieve equality of opportunity and results, equal access to information, resources and services, equitable division of labor, and equality of representation, authority and decision-making.

2.2.   KHRS is committed to increased gender integration within different departments. Outlined below are some organizational goals:

2.2.1        Institute a gender sensitive environment within the organization

2.2.2        Achieve equality of opportunity and results

2.2.3        Achieve equal access to information, resources and services

2.2.4        Achieve an equitable division of labor

2.2.5        Achieve equality of representation, authority and decision-making

2.2.6        Ensure equal opportunity in all policies and procedures such as recruitment, selection, training and development, compensation and promotion, job descriptions and performance criteria to achieve gender balance at all levels of the organization

2.2.7        Strive for documents that are written in a language that is gender-sensitive

2.2.8        Institute family-friendly policies

Also, steps taken to achieve our goals may include, but are not limited to, the following:

2.2.9        Determine areas within KHRS where gender equity needs strengthening.

2.2.10      Implementing special recruitment efforts and organization-wide protocols for identifying and developing romotable and high potential female staff in order to meet and maintain gender equity at all levels.

2.2.11      Fostering and maintaining a supportive environment where all employees can contribute to their fullest potential to achieve KHRS’s mission.

CHAPTER 8

Policy:                                     Workplace Anti-Harassment

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. PURPOSE & SCOPE

1.1.     To define a policy for prohibiting workplace harassment; to clarify conduct that constitutes workplace harassment.

1.2.     To provide a complaint procedure for employees who believe they have been victims of sexual harassment as defined below.

1.3.     This policy applies in general to all employees of Kumail HR Services, and in particular to female employees.

  1. DEFINITION

Sexual Harassment is a form of sex discrimination that violates the law. Sexual harassment, as defined by the Equal Employment Opportunity Commission (EEOC) is “unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature that explicitly or implicitly affects an individual’s employment, unreasonably interferes with an individual’s work performance, or creates an intimidating, hostile, or offensive work environment”.

  1. POLICY

3.1.       It is the policy of KHRS that all employees, customers, contractors, and visitors to our Company enjoy a positive, respectful and productive work environment free from behavior, actions or language constituting workplace harassment.

3.2.      Engaging in workplace harassment is unacceptable conduct. Any employee guilty of workplace harassment will be subject to disciplinary action up to and including termination from services. Managers and supervisors who know, or should have known of workplace harassment and fail to report such behavior, or fail to take immediate and appropriate action, will be deemed equally guilty and shall subject to disciplinary action up to and including termination from service.

3.3.      This policy recognizes KHRS’s commitment to maintenance of ethical standards and the concerns for workplace freedom prohibit the exploitation of employees and other related parities (customers / contractors etc.). KHRS management will take all steps necessary to prevent sexual harassment. These steps include informing individuals of their rights and responsibilities, developing awareness programs, and developing sanctions against harassment. Employees may be held personally liable for acts of discrimination or sexual harassment. As the filing of a complaint is a serious issue, an individual found to have filed false charges, will be subject to disciplinary action up to and including termination from service.

  1. Policy Guidelines

4.1.       Workplace harassment is a form of offensive treatment or behavior, which to a reasonable person, creates an intimidating, hostile or abusive work environment. It may be sexual, racial, based on gender, national origin, age, disability, religion or a person’s sexual orientation. Other forms of hostile, intimidating, threatening, humiliating or violent behavior, which may not necessarily be deemed sexual harassment, are also prohibited by this policy.

4.2.       To aid employees in identifying prohibited behavior, the following specific examples of workplace harassment are provided (these examples are not meant to be all inclusive):

4.2.1.      Unwelcome touching of a personal nature, which can encompass leaning over, cornering or pinching; sexual innuendos, teasing and other sexual talk such as jokes, personal inquiries, persistent unwanted courting and sexist put-downs;

4.2.2.      Slurs and jokes about a class of persons, such as persons who are disabled or from a racial or religious minority;

4.2.3.      Display of explicit or offensive calendars, posters, pictures, drawings or cartoons which reflect disparagingly upon a class of persons or a particular person;

4.2.4.      Derogatory remarks about a person’s national origin, race, language or accent;

4.2.5.      Disparaging or disrespectful comments even if unrelated to a person’s race, color, gender, national origin, religion, age, disability or sexual orientation; or

4.2.6.      Loud, angry outbursts or obscenities directed toward another employee, customer, contractor, or visitor in the workplace.

4.2.7.      Obnoxious unwelcome phone/media communication with other employees, customers, contractors or colleagues in the work place

  1. Complaint Procedure

5.1.       It is the policy of KHRS that all complaints of sexual harassment will be reviewed. All notices and actions provided in this policy shall be initiated and completed in a reasonable and timely manner, with due regard for the legitimate interests of the parties, and subject to the right of any party to have a deadline for any phase of this procedure established by negotiation. Any individual or group filing is entitled to protection from harassment, reprisals or retaliation as a result of having filed a complaint. Any violation of this protection may, in itself, constitute grounds for a grievance. No hardship, no loss of benefit and no penalty may be imposed on an employee as punishment for filing or responding to a bona fide complaint of sexual harassment.

  1. Responsibilities

6.1.      When a department head, supervisor, manager or HR personnel know that harassment or retaliation is occurring, or receives information that harassment or retaliation might be occurring, he or she must take immediate action to address the problem. Such action should include, but is not limited to, speaking directly with the injured person, developing a specific account of the actions, omissions or occurrences that are alleged to have occurred, consultation with the Head of Human Resource, and corrective or disciplinary action.

  1. Procedural Guidelines

7.1.       A person who feels harassed or retaliated against shall be entitled to file a complaint. An informal review may be initiated by a written request to an administrator responsible for the area concerned or the Head of Human Resources or designate.

7.2.       A Formal review may be initiated by contacting the Head of Human Resources or designate. This report can be oral or written, but a written and signed statement of the complaint must be submitted by the complainant within seven (7) working days of the initial report before an investigation can be validated. The written complaint must include the following:

7.2.1.    Specific act or circumstances that are the basis of the complaint, including the time and place of the alleged incident action; and

7.2.2.    The remedy or action requested.

7.3.       Upon receipt of the written complaint, Head of Human Resources or designate will contact the person who allegedly initiated the sexual harassment, and inform the person of the basis of the complaint and the opportunity to respond within seven working days to the complaint in writing.

7.4.       Upon receipt of the written response, the Head of Human Resources or designate, after conducting a thorough investigation, including possible interviews with all parties involved, will:

7.4.1.    determine the facts relevant to the complaint;

7.4.2.    discuss the application of equal opportunity laws, regulations and policies;

7.4.3.    Attempt to resolve the complaint through further discussion and negotiation and, if that is unsuccessful; refer the case to the duly constituted hearing committee such as Management Committee.

7.5.       If it is determined that sexual harassment or retaliation has occurred, appropriate disciplinary action up to and including termination will be taken. The severity of the discipline will be determined by the severity and frequency of the offense, or other conditions surrounding the incident.

7.6.       A person’s failure to file a written complaint within seven (7) working days of the verbal report will be considered a withdrawal of the report. If the person whom the complaint of sexual harassment is filed fails to respond to the complaint within (7) working days of notification, the complaint will be taken as true, and appropriate disciplinary measure will be taken.

CHAPTER 9

Policy:                                     Non-Affiliation/Association

Effective Date                                    June 1, 2014

Reference Policy:                    HR Policies & Procedures

1    Purpose & Scope

1.1      Purpose of this policy is to create a non-sectarian, non-religious and non-political work environment. Any affiliation or association with religious, political or sectarian beliefs must remain strictly personal. This policy applies to all permanent, contractual and third party employees. This also applies to vendors, suppliers or any one working within KHRS.

2    Policy:

2.1      KHRS is a non-sectarian, non-religious and apolitical organization, working without regard to sectarian, religious or political considerations in our work environment. It is, therefore, necessary for all KHRS staff members, both individually and collectively, to abstain from any activity that may be perceived as aligning them or KHRS for or against a sectarian, religious or political cause, issue or faction.

2.2      Adherence to this policy is one of KHRS’s major strengths; it underpins much of our effectiveness and is a condition for assignment to any KHRS position.  Staff members at all levels are required to comply with this policy in order to preserve and enhance the organization’s reputation and effectiveness.

2.3      Individuals may, of course, speak out as individuals on matters of personal concern, and this policy in no way abrogates that right. Care must be taken, however, to assure that such statements are neither made, nor are likely to be interpreted as being made, on behalf of KHRS. For example, KHRS Office stationery should never be used in making personal statements.

2.4      In sensitive situations, staff members must be acutely aware of how their words and actions impact those around them, as whatever they say or do will very likely be interpreted as reflecting KHRS’s position. Each staff member should, therefore, exercise prudence, common sense and sensitivity in assessing each situation carefully before speaking out.

2.5      Staff members at the local level may never engage in politically sensitive action without advance approval from CEO. When staff members at all levels believe a situation so compelling that it warrants KHRS as an organization making a public statement, the CEO will raise the matter with BOD and, with its concurrence, make appropriate comment.

CHAPTER 10

Policy:                                     Alcohol and Drugs

Effective Date                                     June 1, 2014

Reference Policy:                    HR Policies & Procedures

Policy:

KHRS maintains a work environment free from harmful effects of alcohol and drugs. In recognition of the serious consequences to KHRS, all employees are subject to the following:

  1. The unlawful manufacture, distribution, dispensing or possession of a controlled substance is prohibited on the job, whether on or off KHRS property. Strict compliance with this policy is a condition of employment.
  2. Any employee who unlawfully possesses, manufactures, distributes, dispenses, possesses or is impaired by a controlled substance or who manufactures, distributes, dispenses, possesses, uses or is impaired by alcohol on the job, whether on or off KHRS property, will be subject to disciplinary action, up to and including immediate termination from service.
  3. As a condition of employment all employees, are required to notify HR Department of any criminal drug statute conviction for a violation involving a controlled substance occurring on the job no later than five (5) days after such conviction.
  4. KHRS intends to vigorously enforce this Alcohol and Drug Abuse Policy.

CHAPTER 11

Policy:                                     Conflict of Interest

Effective Date                                    June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Purpose and Scope:

1.1.   To define a policy for protecting employees from situations of ‘Conflict of Interest’.

1.2.     This policy applies to all permanent and contractual employees of Kumail HR Services.

  1. Definition

Conflict Of Interest is a situation in which an employee’s personal interest conflicts with the objective exercise of his or her official duties.

2.1. Types of Conflict Of Interest

The following are the most common forms of conflicts of interest:

  • Outside Employment

Unauthorized additional employment or gainful activity.

   Financial Interest in other business

An employee or his or her family holding a significant interest in a supplier, customer or competitor of the Company.

   Acceptance of Gifts

Gifts from friends doing business with KHRS or employee receiving the gifts (Such gifts may include non-tangible things of value such as transportation and lodging).

   Work Product Ownership

To create, construct, or present Company’s Work Product as personal property of employee, during employment and even after termination of employment from KHRS.

  1. Policy:

Although it is not possible to specify every action that might create a conflict of interest, this policy sets forth the most common situations that can be determined conflict of interest. If an employee has any question whether an action or proposed course of conduct creates a conflict of interest, s/he should immediately contact Human Resources Department for advice.

Any violation of this policy is a serious breach of acceptable norms of conduct. It can result in disciplinary action including immediate termination of service.

3.1. Additional Employment

3.1.1.  Employees are required to obtain written approval from their Department Head and HR department before participating in additional gainful employment. Approval will usually not be denied unless the activity conflicts with Company’s interest. In general, outside work activities are deemed ‘Conflict of Interest’ when:

3.1.1.1.     They prevent the employee from performing work (including overtime assignments) for which s/he is employed at the Company;

3.1.1.2.     They Involve organizations that are doing or seek to do business with the Company, including actual or potential vendors or customers;

3.1.1.3.     They violate provisions of law or the Company’s policies or rules.

3.1.1.4.     From time to time, Company employees may be required to work beyond their normally scheduled hours. Employees must perform this work when requested. In cases of conflict with any outside activity, the employee’s obligations to the Company take precedence. Employees are hired and continue in KHRS’s employment with the understanding that KHRS is their primary employer and that other employment or commercial activity which is in conflict with the business interest of KHRS is strictly prohibited.

3.2. Financial Interest in other Business

3.2.1.  An employee and his or her immediate family may not own or hold any significant interest in a supplier, customer or competitor of the Company, except where such ownership or interest consists of securities in a publicly owned company freely tradable at an established “Exchange”.

3.3. Acceptance of Gifts

3.3.1.  No employee may solicit or accept gifts of significant value (i.e., in excess of Rs. 2,000/-), lavish entertainment or other benefits from potential and actual customers, suppliers or competitors. If due to some social compulsion, an employee has to accept a gift which has a financial value of more than Rs. 2,000/-, s/he must inform his/her supervisor and HR for appropriate advice/action. Gifts valued over Rs. 5,000/- must be surrendered to HR. KHRS will arrange an auction of such gifts at the end of financial year wherein only KHRS employees, may participate. Special care must be taken to avoid even the impression of a conflict of interest.

3.3.2.  An employee may entertain potential or actual customers if such entertainment is consistent with accepted business practices, does not violate any law or generally accepted ethical standards, and the public disclosure of which will not embarrass the Company. Any questions regarding this policy should be addressed to the Human Resources Department.

3.4. Work Product Ownership

3.4.1.   All KHRS employees must be aware that KHRS retains legal ownership of the product of their work. No work product created while an employee works for KHRS, can be claimed by the employee. It may not be construed or presented as property of the individual, even after employment by KHRS has been terminated or the relevant KHRS project completed. This includes written and electronic documents, product recipes, audio and video recordings, system code, and also any concepts, ideas, or other intellectual property developed for KHRS, regardless of whether the intellectual property is actually used by KHRS. Although it is acceptable for an employee to display and/or discuss a portion or the whole of certain work product as an example in certain situations (e.g., on a resume, in a freelancer’s meeting with a prospective client), one must bear in mind that information classified as confidential must remain so even after the end of employment and that supplying other entities with classified information may constitute a conflict of interest. In any event, it must always be born in mind that all work products are the sole and exclusive property of KHRS. Freelancers and temporary employees must be particularly careful of breach of this business “norm” when working for a competitor of KHRS.

3.5. Reporting Potential Conflicts

3.5.1.   An employee must promptly disclose actual or potential conflicts of interest, in writing, to his or her supervisor and HR.

CHAPTER 12

Policy:                                     Code of Conduct and Business Discipline

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Purpose and Scope:

1.1.     The aim of this policy is to determine the boundaries of acceptable and un-acceptable behavior and to ensure disciplined conduct of employees in order to enhance their efficiency and productivity.

1.2.     This policy applies to all employees working in KHRS. However, for employees having salaries up to Rs. 12,000, any disciplinary action will be taken in accordance with the Labor Laws in Pakistan, whereas, for those with salaries more than (Rs. 12,000 salary) disciplinary action will be taken in accordance with this policy.

  1. Policy overview:

General Practices: Employees are responsible for assuring that their conduct is in conformance with this policy in the following areas:

Reputational: KHRS’s ability to accomplish its mission is dependent on its reputation. Employees must conduct themselves in a manner that demonstrates KHRS’s commitment to honesty, integrity, respect and accountability.

Financial: All financial transactions must be transparent, accurate, fair, and consistent with this and all other relevant KHRS policies and procedures.

Legal:             Employees must follow the laws and regulations of Islamic Republic of Pakistan and respective countries in which KHRS works as well as abide by KHRS’s policies and procedures, and no funds or assets will be used for any unlawful or improper purpose.

2.1. Misconduct

Without prejudice to the general meaning of the term “misconduct or gross misbehavior” as given in the definitions, following are some acts and omissions of misconduct on which disciplinary action can be initiated:

2.1.1.        Willful insubordination or disobedience whether alone or in collusion with others, to any lawful and reasonable order of a superior.

2.1.2.        Theft, fraud or dishonesty in connection with the organization’s work and property.

2.1.3.        Willful damage or loss of organization’s goods or property.

2.1.4.        Taking or giving bribes or illegal gratification.

2.1.5.        Habitual absence without leave or absence without leave for more than (10) days.

2.1.6.        Habitual late attendance and/or chronic negligence.

2.1.7.        Bringing firearms or weapons onto the organization’s premises.

2.1.8.        Continual breach of policies or any Law applicable to the organization.

2.1.9.        Striking work or inciting others to strike in contravention of the provision of any law, or rule having the force of law.

2.1.10.      Making false and misleading statements.

2.1.11.      Drunkenness, discourteous, riotous, violent or disorderly behavior during working hours at the establishments of the organization or any act subversion.

2.1.12.      Go Slow.

2.1.13.      Making commitments on behalf of the organization beyond the scope of delegated authority.

2.1.14.      Making commitments known to be detrimental to interests of the Organization.

2.1.15.      Engaging directly or indirectly, without the Organization’s permission in any other business or paid occupation, whilst in service of the Organizational.

2.1.16.      Joining the Organization under false pretense.

2.1.17.      Divulging confidential matters likely to affect the Organization adversely.

2.1.18.      Violation of policies and procedures regarding use of communication and IS technology and privacy.

2.1.19.      Refusing to receive any official memorandum or communication addressed to him/her by the Organization.

2.1.20.      Taking part in political activities while on duty.

2.1.21.      Gambling within the office premises.

2.1.22.      Disclosing to any unauthorized person confidential information including proprietary information in regard to processes, dealing and affairs of the Organization or its affiliates that, may come into the possession of employee in the course of his work or otherwise.

2.1.23.      Indiscipline or infringement of any sections of P&P or instructions for the maintenance and working of any department or for the maintenance of its cleanliness.

2.1.24.      Conviction by any court of law on criminal offence involving moral turpitude.

2.1.25.      Discrimination against current or intended KHRS employees for reasons of sex, race, religion, beliefs or other factors not directly relevant to the purpose or intent of KHRS.

2.1.26.      Trading of Organizational funds in black markets.

2.1.27.      The use of unfair and discriminatory practices in the hiring of new employees for KHRS.

2.1.28.      The usage of unfair or discriminatory practices in the procurement of outside contracts or services for KHRS.

2.1.29.      Providing false or misleading information in employment applications or other related Organizational documents.

The policies set forth above are intended to provide employees with fair notice of what is expected of them. Necessarily, however, such policies cannot identify every type of conduct and performance. Therefore employees should be aware that conduct not specifically listed above but which adversely affects or is otherwise detrimental to the interests of the Organization or other employees, may also result in disciplinary action.

The Organization at its own discretion reserves the right to proceed directly to a written warning or to termination for misconduct or performance deficiency without resorting to prior disciplinary steps when the Organization deems such action appropriate in certain extraordinary circumstances.

Any employee dismissed for misconduct will not be entitled to any benefit or privileges under these policies and procedures or any other benefit or privilege by the organization. Dismissal from service will disqualify a person for future employment with the KHRS. No experience letter/reference letter will be issued for dismissed employee.

2.2. Violations & Disciplinary Measure

It is Management’s prerogative to control its operations and regulate the conduct of employees during working hours and within Company premises in order to maintain pleasant working environment. To avoid disciplinary action, following measures may be taken when unwanted behavior in an employee is observed.

              counseling of employee

              Oral warning

              written warning

              Charge sheet

              Suspension

              Inquiry

              Punishment

2.2.1.        Employee Counseling

2.2.1.1.   When an employee is observed doing something wrong or displays unwanted behavior at work, his/her immediate supervisor should discuss the problem with the employee in order to help him/her cope with problem.

2.2.2.        Oral Warning

2.2.2.1.   Immediate supervisor, HOD, or HR & IR Manager after consultation with department head, can give oral warning at the Plant and HR department at Head Office.

2.2.3.        Written Warning

2.2.3.1.   If verbal warning fails to improve employee behavior, or the matter is of such nature, that it needs to be recorded, a written warning may be issued by department head giving full details of employee’s conduct. HR Department in consultation with department head can also issue the warning.

2.2.4.        Charge Sheet

2.2.4.1.   In case an employee has committed a misconduct of serious nature, which calls for initiating disciplinary action involving punishment as provided under Law, the concerned supervisor will transmit a written report, containing full details of the case to HOD.

2.2.4.2.   HOD will review the case with HR/IR Manager at Plant, or Manager Human Resource at Head Office, who will prepare and issue Charge Sheet/Show Cause Notice to the employee. Normally the charge sheet will be signed by HOD, or by HR in consultation with department head.

2.2.5.        Suspension

2.2.5.1.   Where circumstances so warrant and the nature of misconduct is such as to call for immediate removal of the employee from his/her assignment, the employee on issuance of the charge sheet may be simultaneously suspended, initially for a period of four days, provided that the total period of suspension does not exceed 28 days.

2.2.6.  Domestic Inquiry

2.2.6.1.   If the employee’s reply to the charge sheet is found unsatisfactory, an impartial person appointed by the management as an enquiry officer will hold an in-house inquiry.

2.2.6.2.   During the course of in-house enquiry the accused employee will be provided every opportunity to put up his defense by cross examining management witnesses and producing his/her own witnesses.

2.2.7.        Punishment

2.2.7.1.   If the Inquiry Officer in his report finds the employee guilty of misconduct, HOD and HR Department will jointly consider the matter and decide punishment keeping in view the nature of misconduct, previous record of the employee and impact of the punishment on corporate culture. In case of punishment provided in the clause titled “Punishment provided in the Law”, the employee will be informed in writing of the same.

2.2.7.2.   HR Department will place all relevant record of the concerned employee in his/her personal file.

2.3. Applicable Punishment

An employee found guilty of the misconduct shall be liable to any of the following punishments:

2.3.1.        Fine as prescribed under the law or defined in the Policy.

2.3.2.        Withholding of increment or promotion for a specific period, not exceeding one year.

2.3.3.        Relegation to a lower position/grade.

2.3.4.        Dismissal without payment of any compensation.

2.4. Interpretation:

2.4.1.        Questions of interpretation of these rules are to be referred through the concerned supervisor to HR department for further interpretation of policies and procedures.

2.5. Governance and Management Responsibility:

2.5.1.        GMs/HODs are responsible for disseminating this policy to all employees in their respective units and for instituting and maintaining a program to ensure that employees understand KHRS’s standards of ethical conduct. They are also responsible for informing employees of the importance of reporting any suspected violation of this code to management, without fear of reprisal.

CHAPTER 13

Policy:                                     Use of KHRS’s Property

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Policy:

1.1.       The services, goods, materials, technology and equipment provided to KHRS employees are the property of KHRS, or are rented and/or licensed by and for the benefit of KHRS. As such, the services, goods, materials, technology and equipment provided are to be used primarily for business-related purposes. This includes access to various forms of electronic media and services and communications services: e.g. computers, e-mail, telephones, fax machines, on-line services & Internet.

1.2.       Incidental and occasional personal use of services, goods, materials, technology and equipment provided by KHRS does not violate this policy, so long as, such use does not interfere with the employee’s job performance or violate this or any other KHRS policies.

1.3.       Employees using KHRS’s electronic communication systems for personal communications should not imply, directly or indirectly, that it is an official communication of KHRS. For further details regarding use of electronic communication systems, please see the prohibited uses provision, below.

1.4.       No employee may conduct a business or engage in unlawful or prohibited activities using services, goods, materials, technology and/or equipment provided by KHRS.

  1. Privacy and Monitoring:

2.1.       Employees should not assume that electronic communications (including, but not limited to, e-mail, voice-mail and fax machines) are private and confidential. Although employees have individual access passwords to e-mail, voice mail and computer network systems, and the ability to delete messages, these systems and materials are accessible by KHRS.

2.2.       Employees should be aware that communications, material and/or data created, sent, received and/or stored on KHRS’s computer network or communications systems (including e-mail messages and voice mail) are also the property of KHRS. KHRS expressly reserves the right to intercept, read, review, access and disclose, as it deems necessary, any communications, material or data that is created, sent, received and/or stored on KHRS’s computer network or communications systems (including e-mail messages and voice mail).

2.3.       Every time an employee of KHRS uses or logs-on to a KHRS provided computer or other communication system or network, he or she is consenting to such an action by KHRS.

  1. Prohibited Uses Of KHRS Property:

3.1.       Employees will not use any services, goods, materials, technology and/or equipment provided by or paid for by KHRS for illegal, inappropriate, or otherwise disruptive activities, or in support of such activities. Listed below are some uses of the KHRS’s computer systems and/or other telephonic or electronic communications systems that may, in the sole discretion of KHRS, result in a disciplinary action, up to and including termination from service.

3.1.1.      Creating, sending, receiving, storing or displaying any messages, images, documents or other materials that are unlawful (including violations of copyright and/or trademark laws).

3.1.2.      Creating, sending, receiving, storing or displaying any messages, images, documents or other materials that are offensive, or disruptive, including but not limited to, sexual content, racial slurs, gender-specific comments, or other messages that offensively address someone’s age, religious or political beliefs, national origin, or disability.

3.1.3.      Attempting to “hack” into or otherwise breach security measures on any KHRS computer system and/or other telephonic or electronic communications system, or altering system software or hardware configurations.

3.1.4.      Attempting to gain access to other employees’ e-mail, voice mail, or other electronic or telephonic communications without authorization.

3.1.5.      Conducting any unrelated business, including transmitting any unsolicited advertising, promotional materials, or any other forms of solicitation.

CHAPTER 14

Policy:                                     KHRS’s Work/Life Initiatives

Effective Date:                        June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Open door procedure:

1.1.    KHRS’s Open Door Policy provides an internal procedure to resolve work- related issues fairly. Work problems may be related to situations where staff members feel that established Organizational policies and practices have been violated or have not been consistently applied, or to other matters of serious concern to staff members.

1.2.      Staff members should discuss their concerns and seek resolution of problems with their supervisors since most problems are normally resolved at that level. The normal order for discussing a complaint is

1.2.1.    The employee should discuss the matter with his/her supervisor.

1.2.2.    The supervisor should act to resolve the complaint.

1.2.3.    If it cannot be resolved here, the immediate supervisor should schedule a meeting between the employee and the next level management in an effort to settle the matter. If the staff member feels that a satisfactory answer still has not been received, the employee may address the matter directly to CEO.

1.3.      Within 10 days of bringing their complaint to management, employees should expect to receive a written feedback report that outlines how the issue has been or will be resolved.

1.4.      The key to the success of the Open Door Policy is the supervisor. All supervisors must feel comfortable in their role of being an advisor and problem solver. Any concerns that supervisors may have about their people seeking out other members of management must be directly addressed. CEO, GMs and other department managers must seek out opportunities to reinforce the concept of the Open Door Policy with supervisors and assure them that there will be no negative impact if the staff member chooses to circumvent his/her supervisor.

1.5.      Employees are likely to have some concerns about using the Open Door Policy — primarily concerns of some negative impact if they go to someone other than their supervisor. Therefore, it is important that the supervisors take the opportunity to let their people know, that although they would prefer the staff member to come to them, there is not going to be a problem if they don’t do so.

1.6.      The Human Resources department plays an important role in ensuring that the process works. In addition to helping staff members resolve their work related issues, Human Resources, when made aware of situations in which the process was not effective, will counsel and advise those concerned to make sure the immediate issue is resolved satisfactorily and that similar situations do not arise in future.

  1. STANDARD WORKING HOURS:

2.1.     The normal work week for KHRS- (HO & Shifts at plant) will average 52 hours/7 Days per week with an hour per day for lunch prayer based on schedules established by management at each location. Drivers, cooks, gardeners, cleaners and guards will work 48 hours/6 Days as assigned by their supervisor.

CHAPTER 15

Policy:                                     Career Development

Effective Date:                        June 1, 2014

Reference Policy:                    HR Policies & Procedures

Policy

KHRS seeks to attract, motivate and retain the best people in appropriate positions to enable the Organization to successfully achieve its vision and mission. To achieve this goal, KHRS develops and maintains protocols that give priority to staff development and growth, while also retaining the option to recruit from external markets whenever outside recruitment is considered to be in the best interest of the Organization.

Staff development procedures enable Organization-initiated departmental staff promotions, transfers, and interim cross-functional appointments.  Only when qualified resources are not internally available KHRS shall endeavor to recruit best available talent in the market place through a transparent hiring process.

It is our policy to comply with applicable employment laws and Organizational standards to assure that all employment selection decisions are made without regard to religion, marital status, age, sex or disability.

  1. RESPONSIBILITIES

1.1.       Employee: All employees are expected to seek clarity regarding their work assignments and work progress; take the initiative to develop their qualifications and improve their performance in their current position; obtain career guidance from their supervisors and Human Resources and to seek advancement opportunities.

1.2.       Supervisors: Supervisors are expected to keep their staff informed about their work assignments, work progress and opportunities for advancement throughout the Organization;  develop and share with staff, core competency profiles which identify the key responsibilities, critical skill sets and relationships needed to successfully perform all of the essential functions of their positions; evaluate staff performance and communicate same with staff in a timely manner through organization-wide systems established by Human Resources department; and based on performance, develop and maintain rosters of their promotable staff members and recommend the promotion of staff as appropriate.

1.3.       Human Resources Department: Human Resources department is expected to set standards for employment practices; establish and maintain organization-wide protocols for performance evaluation, communication and identifying and developing qualified promotable and high potential staff; and provide assistance and guidance to supervisors as they meet their employment practices responsibilities.

  1. PROMOTIONS and TRANSFERS

The Organization recognizes the value of promotions and transfers as key tools for motivation, rewarding performance, and retaining and encouraging the professional growth of its employees.  As opportunities develop, hiring supervisors will first evaluate the eligibility and qualifications of existing staff throughout the Organization.  Competitive internal and external recruiting procedures are successful where hiring supervisors and the Human Resources department consider such recruiting is in the best interests of the Organization.

2.1. Promotions

2.1.1.    A promotion occurs when an employee is appointed/placed to a position classified at a higher level grade/salary band than him/her former position.  Promotion to a higher level will normally be accompanied by a salary increase.  This increase represents both merit based on performance demonstrated through the date of the promotion and the promotion itself.

2.1.2.    The Organization prefers and makes every effort to promote from within using procedures other than competitive job posting to fill positions above entry level.  Through a review and approval procedure, promotion decisions are based upon the evaluation of the promotable staff member’s qualifications, and supporting recommendations of supervisors based on employee performance evaluation and relative to appropriate competency profiles of the position involved. There are basically two types of promotions:

     Growth Promotion

     Replacement Promotion

The Organization highly values both types of professional growth and believes that both are meaningful tools for rewarding performance, motivating and retaining employees.

2.1.2.1.        Growth Promotion occurs when an employee has gained sufficient knowledge and experience and has demonstrated an ability to take on significantly greater responsibilities through their current position and as a result, their position is upgraded to a higher level.  Generally, growth promotions result in a higher salary range and salary. Salary adjustments should be budgeted as part of the annual budgeting process.

To be considered for a growth promotion, one must have a consistent record of Performance rating of ‘G’ or higher to undertake additional responsibilities.

2.1.2.2.        Replacement Promotion occurs when a qualified employee is promoted as a result of being recruited or directly appointed into a position that becomes available through attrition or reorganization, which is at a higher salary grade level. As opportunities develop, supervisors, with HR, first evaluate the eligibility and qualifications of their existing staff and staff throughout the Organization. Supervisors and HR determine such recruiting to be in the best interests of the Organization. Generally, replacement promotions also result in higher salary range and salary.

All regular full-time and part-time employees whose most recent overall performance rating are minimum ‘G’ or higher coupled with good previous track record of performance appraisals are eligible for promotion.

2.2. EQUITY ADJUSTMENTS 

2.2.1.  An equity adjustment is given when a change in responsibilities warrants a one-level adjustment but not a promotion; or when an adjustment to an employee’s salary in current grade is warranted based on position in the range, experience, the external market and /or performance relative to peers.  This adjustment should only be considered after the employee has been in their job for at least one year and should be budgeted and given at the time of the normal merit review cycle.

2.3. INTERIM ASSIGNMENTS

KHRS believes that it may at its discretion initiate or approve interim assignments of employees from one job to another or from one location to another, without using competitive job posting process, in order to satisfy the strategic and operational human resources needs of the Organization. Organizational initiated assignments occur when an employee successfully completes the appointment review and approval process.

There are two types of interim assignments,

   Lateral Transfers

   Developmental Transfers

Lateral and Developmental Transfers

KHRS believes that it may at its discretion initiate or approve temporary or long-term employee job transfers from one job to another or from one location to another, without using competitive job posting process, in order to satisfy the strategic and operational human resources needs of the organization.

2.3.1.          Lateral Transfer:

2.3.1.1.     A lateral transfer occurs when an individual is transferred between positions that have the same salary grade and salary range.  Employees who transfers laterally will continue to receive their current rate of pay.

2.3.1.2.     Lateral transfers should be planned events with established outcomes and timelines.  If the duration is to be for three to six months, the transfer is considered to be short-term and the transferee may be returned to his/her original position.  Therefore, the transferee may be replaced in the original position with a temporary substitute.  If the duration is to be more than six months, the transfer is considered to be long-term and the transferee is not expected to return to his/her original position.  Therefore, the transferee may be replaced in the original position with a regular employee.

2.3.2.          Developmental Transfer: 

2.3.2.1.     A developmental transfer occurs when an individual is reassigned to a position that has a lower or higher salary grade and range. Staff that transfers for development purposes will continue to receive their existing rate of pay, supplemented as appropriate to offset additional cost burdens directly attributable to the transfer.  Benefits during development transfers will be adjusted as needed based upon the length and location of the assignment.

2.3.2.2.     Developmental transfers are planned events with established outcomes and timelines and offer job enrichment opportunities to staff to gain new skills in order to grow/advance their career within the Organizational.

CHAPTER 16

Policy:                                     Job Description & Job Evaluation

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Purpose and Scope:

1.1.   To ensure that each position in KHRS is described in writing in a specific job description format and to assess the relative worth of a job and identify key competencies needed for that position.

1.2.   This policy applies to all employees of KHRS

  1. Process of Job Description:

2.1.   Job description is a standard document that identifies the grade of each position, the basic responsibilities, and indicators for gauging minimal adequate performance as well as job specifications. No person will be hired, nor will any official recruitment effort occur for any position until an up-to-date job description for the position is on file in the Human Resources Department. Every HRF (Human Resource Requisition Form) must be sent to the Human Resources Department accompanied by the required position’s current job description.

2.2.   Normally a position description is prepared by the incumbent and/ or supervisor and is agreed by both persons as a fair representation of the intended job objectives, duties, responsibilities and authority.

  1. Purpose of Job Description

The job description is intended to serve four major purposes:

3.1.    First, to provide a clear, concise, and factual statement of WHY the job exists, WHAT is to be done, and HOW these things are done so that the incumbent can understand his/her mission and know that management is in agreement with this mission;

3.2.    Secondly, to provide that basis for an object and fair evaluation of the position for compensation;

3.3.    Thirdly, to assist in the evaluation of the individual performance.

3.4.    Fourthly, for job specification purposes for management.

Job Description must be reviewed periodically to ensure that they adequately describe related job responsibilities.

The job description provides the basis for evaluation of the position and subsequent salary administration activities. Therefore, it is very important that the position description accurately reflects the job intended employee is doing and that it spells out all the major responsibilities contained in the job.

The job description also includes Key Performance Indicators of a job and it is supervisor’s responsibility to identify the KPI’s of the position.

  1. Supervisor’s Responsibility

4.1.     It is the responsibility of the supervisor to write the job description for a new position. It is also supervisor’s responsibility to make certain that job descriptions for all employees in his department are kept up-to-date. When the responsibility of a particular job changes significantly, the supervisor should rewrite the description to include the new responsibilities. At least once a year, he/she should review the job descriptions of employees in the department to make certain they include any significant changes that have occurred since they were last dated.

4.2.     Whenever there is a change in the Job Description of a position it is responsibility of the supervisor to get it approved by department head along with Head of Human Resources.

  1. Job Evaluation

5.1.         Job evaluation is a systemic process whereby jobs are compared with each other in order to establish their relative worth.  It is a method of comparing jobs by use of formal procedures in order to establish a rank order of jobs, and thus provide the basis for an equitable pay system.  It determines the relative position of the jobs in an organization, as it is the job that is being evaluated, not the jobholder.

5.2.         It is the policy of the Company to make a sincere effort to pay its employees fairly and to be sure that their pay is in line with the amount of work and degree of responsibility required in their job. Job Descriptions for all positions are evaluated and classified in terms of following major five factors:

5.2.1.      Work Conditions: This factor appraises both the working conditions and hazards of the job. Those conditions that tend to make-work pleasant or disagreeable such as climatic conditions or risks involved due to socio-political factors. May also include factors such as the physical conditions and surroundings, availability and maturity of organizational systems which can directly affect the difficulty in performance of tasks.

5.2.2.      Level of Responsibility and Supervision: This factor appraises the responsibility of the employee on the job for assisting, instructing, directing and or coordinating the work of the other employees in the department. It also appraises the level of difficulty in handling the supervisory responsibility. It also apprises the number of direct and indirect employees supervised and also the variety and complexity of the department supervised. The sub-factors to consider are level of education required, years of experience essential and the skills required as all of these have significant impact on assessing level of responsibility. Level of decision making authority and its impact on organization’s operations is considered a key element of this factor.

5.2.3.      Work Experience: The Experience factor refers to the minimum amount of work experience an average person may need to acquire the particular skills necessary to perform the job at an acceptable level. In considering this factor, it should be kept in mind that experience is of two kinds, one, previous experience on related work or lesser positions in or outside the company, and two, the industry or sector experience.

5.2.4.      Education: This factor refers to the scholastic training, either formal or informal (courses, seminars and research) necessary to perform a job at a satisfactory level. The factor appraises the basic academic training and achievement necessary to remain up to date in the field.

5.2.5.      Job Knowledge and Skills: The knowledge to do the job may be inherent or acquired. It is the part of the job that requires the person to use intellect. On some jobs it may be in the form of specialized or technical training such as MIS, accounting, or Engineering. Level of education, training and years of work experience are part of this factor. This factor also appraises the amount of things the employee must know in order to perform the job, especially the type of skills required. As a rule, the jobs that can be learned most quickly are those that will evaluate low on this factor.

  1. Job Evaluation Committee

6.1. A position evaluation committee has been constituted as under:

CEO                            –           Chairman

Supervisor/Manager    –           Member

6.2. The committee is required to recommend evaluations of job descriptions forwarded to it for the purpose. The final approval will be granted by the CEO. The committee shall review Position Description for the following:

6.2.1.      New positions

6.2.2.      Significant change in the responsibility of existing positions

6.2.3.      In both cases, HOD shall ensure that the job Description is written in accordance with Policy guideline on Job Description Form.

CHAPTER 17

Policy:                                     Recruitment & Selection

Effective Date:                        June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Purpose Scope

1.1.      The purpose of this policy / procedure is to provide a system, and to assign responsibilities and authorities for manpower assessment, budgeting and hiring.

1.2.      This policy/ procedure apply to all activities comprising the hiring process in KHRS for all employees

  1. Policy Overview:

2.1.      The policy of the Company is to develop its employees and prepare them for higher responsibilities and as far as possible the most suitable ones from within the Company. In the absence of suitable candidates within the Company external sources may be tapped.

2.2.      Prior to filling any management position a review needs to be made in consultation with HR department to ascertain if any internal potential candidate(s) have been identified through the succession planning process of the Company. In case of external hiring, candidates will be evaluated not only on the basis of qualification, but also on the basis of probable growth potential beyond the initial assignment.

            Note: Approval in the budget will not be treated as prior approval for a vacant position. At the time of hiring each vacant position will have to be justified.

2.3.      All hiring will be done through proper procedure initially starting from the Personal Requisition form.

 

2.4. Key Documents

2.4.1.    Job description (JD): – Job description is a standard document that identifies the grade of each position, the basic responsibilities, and indicators for gauging minimal adequate performance as well as job specifications. No person will be hired, nor will any official recruitment effort occur for any position until an up-to-date job description for the position is on file in the Human Resources Department. Every PRF must be sent to the Human Resources Department accompanied by the required position’s current job description.

2.4.2.    Personal Requisition Form (PRF): – PRF is the document that authorizes recruitment for position; defines its basic parameters and requires more than one affirmation / approval to ensure that a defined position is in fact needed.

  1. Procedure:

3.1. MANPOWER PLAN

3.1.1.    In order to obtain satisfactory return on Human Resources investment, Human Resource Costs based on human resource requirements for a financial year would be determined at the time of budget preparation.

3.1.2.    Manpower budget would be prepared by HOD, keeping in view the Departmental objectives, targets and business operations.

3.1.3.    By April 30th of each year HOD’s shall discuss and agree their manpower requirements and related costs for the next fiscal year with HR and CEO.

3.1.4.    After approval of CEO no later than May 30th, Manpower Budget for the next financial year would be finalized and would serve as Manpower Plan for the financial year and shall be presented as part of overall budget for following year. Subsequently quarterly reviews against this budget shall be conducted by HR and variations thereon sanctioned by CEO.

3.2. NEW HIRING

3.2.1.    HOD fills in Section I of Personal Requisition Form, for vacant positions vacated due to new position opening, retirement, death, resignation, transfer, promotion or termination of an employee or for positions created due to increase in workload or expansion in current operations of the department.

3.2.2.    HOD sends Personal Requisition Form to HR along with Position Profile and job Descriptions.

3.2.3.    Human Resources Department will log the requests, review and send HR Requisition Form to CEO for approval.

3.2.4.    Keeping in view the confidentiality of positions for senior level candidates, Personal Requisition From and Job Description may not be logged in the Hiring Log.

3.2.5.    CEO is the approving authority for all positions, (for all categories; permanent/ contract/ temporary, new/ replacement budgeted/ non-budgeted, or on third party contract). All approvals will be made on completed Personal Requisition form raised by HOD, which has been reviewed and forwarded by HR.

3.2.7.    All new hires of KHRS will be on probation for (3) three months (in case of field force, six months) to be eligible for regular employment with KHRS.

3.2.8.    Rehires or new regular hires who have previously worked with KHRS on contract or regular basis for minimum of one year, can be directly hired as regular employees without probation

3.3. MINIMUM QUALIFICATION REQUIREMENTS

3.3.1.   Minimum qualification for permanent employment in KHRS is Matric (Secondary School Certificate) except support staff e.g Drivers, Peons, etc. Whereas, minimum qualification for skilled workforce at plants is Intermediate with sciences i.e F.Sc.

3.3.2.   Minimum qualification for hiring / promotion on to a senior level is sixteen years of professional education in relevant field of expertise

3.4. Recruitment Process (Internal):

KHRS has an established internal and external job posting (vacancy announcement) process through which it communicates available openings throughout the organization.

3.4.1.  Internal Applicant’s Eligibility: All regular full-time employees with a minimum of twelve (12) months of service in their current position are eligible to apply for any vacant position.

3.4.2.  Application Process: Staff interested in the position is invited to apply anytime during the recruiting process for posted positions by submitting an application to HR department indicating title of position sought and the applicant’s relevant experience, training, and skills.

3.4.3.  Internal Applicant Interviews: All internal short-listed candidates must go through a formal interview process. The Human Resources Department will notify internal applicants of the selection decision.

3.4.4.  Internal Transfer: When an employee is selected for a posted position, both the respective supervisors will agree upon a firm transfer date that allows sufficient time for the recruitment and hand-over of duties to the transferee’s replacement. If an employee is taking an identical position at the other location, there will be no probationary period involved. However, if an employee gets a different position, he/she may be required to complete probationary period.

3.5. Recruitment Process (External):

3.5.1.   External Advertisement:

3.5.1.1.     Advertising is an expected part of any successful recruitment process.  Advertisements are placed by the Human Resources Department. The advertisement must clearly state the vacant position’s title, responsibilities and requirements, address for sending the application, and closing date. HR will draft basic content of job advertisement and get it vetted by the concerned hiring HOD to make sure that all necessary requirements for the vacant position are included.

3.6. SCREENING APPLICATIONS

3.6.1.    Human Resources Department will review applications received in response to advertisement, References, Executive Search or Head Hunting and short-listing will be finalized for Interviews in coordination with the concerned HOD as per requirements given in JD & PRF.

3.7. PRE-EMPLOYMENT INTERVIEWS

3.7.1.    Preliminary Interview primarily focuses on candidate’s suitability for organizational culture, future goals, customer focus and professional knowledge and skills in the respective discipline usually will be conducted by concerned HOD or other relevant person as deemed fit by the hiring authority.

3.7.2.    All candidates are required to fill in and sign the “Pre Employment Form”. Candidates for specific positions may be required to take a written test. Results will be compiled in order of merit and the top candidates would be short listed for final interview. Computer knowledge is a must for all candidates excluding unskilled labor.

3.7.3.    All hiring decisions must be finalized using next level supervisors interview formula and should be coordinated and finalized by CEO.

3.8. OUTSTATION CANDIDATES

3.8.1.    Candidates who are requested to travel from stations outside the interview location will be reimbursed reasonable costs of transportation and lodging.

3.9. REFERENCE CHECKS

Prior to issuance of appointment letters to candidate HR will make sure to formally/informally check academic and professional record. Pre-Employment references of candidates will also be collected. Following sources may be used for this purpose:

3.9.1.    Previous Employers (Current employer, with candidate’s agreement)

3.9.2.    Personal character references

3.9.3.    Former school/ College Teachers

3.10.          SALARY PACKAGE/ COMPENSATION

3.10.1.  Salary and perquisites will be provided as per standard ranges (Min-Mid-Max) set for all grades according to the qualification and experience of candidates.

3.10.2.  Any laws governing the rule of minimum wage shall be first priority and must be adhered to. Any breach will be the responsibility of the appointing authority.

3.11.          JOINING REPORT

3.11.1.      Upon joining KHRS, a new employee shall submit a Joining Report completed in all respects to Human Resources Department at Head Office. HR will place the Joining Report in personal file of employee along with other documents of the employee.

3.11.2.      The employee also fills a Personal Data Form and Submits this along with copies of ID card, two photographs and experiences certificates to Human Resources/ Administration & Personnel. After verification HR/ Personnel will place these documents in personal file of the employee.

3.12.          PERSONAL FILES.

3.12.1.         Human Resources Department (Head Office) maintains Personal Files of employees located at the head office while the employees based at plant and/or any other location will keep their files with the supervisor of that installation.

CHAPTER 18

Policy:                                     Salary & Compensation

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Policy

1.1.       It is the policy of KHRS to pay employees fairly for their services. The level of compensation is set such that it provides sufficient incentive for improved performance, while keeping the company in a competitive position with other organizations in its peers group to attract, retain and motivate high quality employees.

1.2.       A very important aspect of this policy is to provide a reasonable and equitable compensation package that takes into account the responsibility level of the position, skill and experience of an employee, as well as the standards of the industry and the cost of living.

  1. Grade Structure

2.1.      KHRS salary structure is industry bench marked with respective salary ranges weighted from lowest to highest. A salary grade specifies the minimum and maximum amount payable for a particular position and identifies the salary range and position applicable to each level of responsibility. Each position is evaluated on specific criteria that determine the worth of the job. The salary structure is reviewed at least every two years to determine KHRS’s competitiveness within the industry. Positions are placed in one of the grades approved by management on the basis of job description.

2.2.      Different positions (designations) in the Company after being sized to reflect market values are placed in different Salary Grades.

  1. Allowances and Perquisites

3.1.         Benefits, like Bonus and GLI, are linked with the Basic Salary of an employee. Perquisites, like medical & group life insurances, traveling and daily allowances etc., are linked with actual field expense.

  1. Entry Ranges

4.1.         Every level has a very clear minimum and maximum salary level with a specified midpoint for that salary range. Individuals hired from outside the Organization normally start at a salary within the range of minimum and midpoint of salary grade designated for that position constant with experience/qualification and salary history.

  1. Review

5.1.         Salary Grades for different designations/ positions are periodically reviewed by Human Resources and CEO.

CHAPTER 19

Policy:                                     Employment Contract

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

Policy

It is the policy of KHRS to employ a consistent and comprehensive procedure when hiring new employees so as to create a positive working environment in which an employee’s rights and responsibilities are clearly defined. KHRS’s employment contract bears a standard format and includes clauses such as:

  1. Probationary Period

1.1.         All new employees of KHRS are hired for a three months probationary period. During this time, the employee or employer may decide to end the employment for any reason. Probationary period can be extended in exceptional circumstances (for example if an employee is severely sick and cannot attend office) for a maximum of one month, but such extension must be approved by CEO.

  1. End of Probationary Period

2.1.         Before the end of probationary period, the employee and his/her Supervisor should have a review/evaluation meeting focused employee’s performance during the probationary period. The supervisor must then consult with his own supervisor for future course of action. If the employee and supervisor agree to continue the employment relationship, the supervisor must send a formal letter to HR and a copy to the concerned employee confirming the satisfactory completion of probationary period.  If a letter recommending continued employment is not received by the end of probation, employee’s name will automatically be removed from payroll. The dismissal procedures in KHRS policy manual do not apply to employees on probation.

  1. Confidential Information

3.1.         The employee may not submit material related to KHRS for publication in any newspaper or other publications or to any other Organization without permission from KHRS Management. Misuse of official material may cause a disciplinary action resulting in termination of employment.

  1. Contract

The employment contract follows a standard format and should include:

4.1. Employee’s name

4.2. Employee’s address

4.3. Position title/grade

4.4. Detailed Gross salary

4.5. Probationary period clause

4.6. Confidentiality agreement

4.7. Rules/right of termination

4.8. Signatures of Hiring Authority

4.9. The appointment contract/letter also includes annexure i.e.

     Employee life insurance nomination forms

     Personal and Medical History Form

     Joining Report

4.10.     The contract would be filed in the employee’s personnel file retained by the Human Resources Department and a copy would be given to the employee for his/her personal records.

CHAPTER 20

Policy:                                     Employment Confirmation

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Purpose and Scope:

1.1. To assess the performance of employee during probation period for confirmation.

1.2. Applies to all activities comprising the employee confirmation processes in KHRS.

  1. General Regulations:

General regulations regarding confirmation process are as follows:

2.1.      At least ten (10) days before the expiry of Probation period, HR Department (HO) sends Assessment Form to concerned HOD.

2.2.      HOD sends back Assessment Form with his/her recommendations for confirmation or extension of probation period to Human Resources Department.

2.3.      Confirmation assessment form is approved by the CEO.

2.4.      HR Department issues Confirmation Letter, Letter for extension of Probation period or Termination Letter accordingly.

2.5.      A copy of Assessment Form is provided to the concerned employee through his/her HOD.

2.6.      As a matter of company policy, salary increments are not awarded upon confirmation. All increments will normally be awarded at the end of fiscal year after PDR. Hence, no increments are to be committed / suggested on confirmations except upon CEO’s explicit written instruction.

2.7.      All benefits like Medical, Gratuity, Provident Fund, and Annual Leaves will start after confirmation of an employees

CHAPTER 21

Policy:                                     Salary Increments

Effective Date:                        June 1, 2014

Reference Policy:                    HR Policies & Procedures

  1. Purpose:

To establish and define a system for salary increments.

  1. Policy and Procedure:

Salary increases are not automatic and are not granted solely on the basis of being in the job or completing a fixed period of service. Consistency in performance and Contribution to Company results shall be key determinants in evaluating appropriate salary increases.

Salary increases are usually given in following ways:

2.1. Market Adjustment

2.1.1.      Market adjustment is done to comply with the Company policy to maintain a competitive salary and benefits package to attract, retain, and motivate the needed quality of people.

2.1.2.      Salary adjustment of all KHRS employees is approved by CEO

2.1.3.      Periodically a salary and benefits survey is conducted and market adjustments are made to cope with inflationary trends as far as possible and to ensure that the Company does not pay below or substantially above the going rates in comparable organizations for similar work.

2.1.4.      The rate of adjustment usually depends upon the following factors:

   Growing rate for various trades in the comparable industry.

   Consistency and quality of individual performances.

In view of changing nature of above factors, the rate of periodical adjustment shall vary.

2.2. Merits Increases

2.2.1.      The percentage of annual increase will be decided by senior management, based on prevailing market trends and available resources. Salary increases will be subject to performance of the employee which will be evaluated by a formal Performance Appraisal System (Performance Development Review (PDR)) conducted at the end of each fiscal year evaluating an employee’s performance against organizational objectives.

2.2.2.      The annual increase will be decided on a pre-calculated formula approved and coordinated with the senior management and based on the performance grade/scoring achieved by an employee in his/her performance appraisal. In this system, where an employee will demonstrates outstanding performance as determined by his/her JD and performance objectives of that year, He/She may receive a higher %age increment than an employee just meeting minimum job requirements.

2.2.3.      The pay with increment for an employee in a particular grade should not exceed the upper limit of the pay scale for that particular grade. Based on preceding year’s performance merit increase shall be given effective 1st July every year. Employees hired between 1st April and 30th June of any year will not be eligible for any annual increase till the following year starting from July onwards and will be compensated in the next year’s review.

2.2.4.      Cost of Living increases/ inflation rate are also reviewed each year, and an inflation rate increment may also be suggested. In case of very poor performance/ disciplinary issues an employee can become ineligible for increment.

 

2.3. Pay of Contractual/Consultants

2.3.1.      Pay of the employees appointed on contract against any position will be fixed at a rate that is necessary to secure the service of the person. That employee should be capable of performing the duties of the required post efficiently and is mostly based on the previous established rate and salary history.

2.4. Salary Payment

2.4.1.      Salary is paid on monthly basis on a specified day of every month. If for some reason, the last working day is earlier than the last business day of the month, employees may get paid earlier. Monthly salaries are automatically deposited into the employee’s bank account, wherever possible. The employee is responsible to notify finance department about their bank account and any change that may occur therein.

2.4.2.      Where no banking system exists, salary is made on specified date in cash or Pay Order by the Finance/Accounts Office.

2.5. Increment Binding

2.5.1.      If an employee resigns from the company within three months from the effective date of any increment, his/her full and final settlement will be based on the previous salary i.e. (salary before increment).

CHAPTER 22

Policy:                                     Employment Cessation

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

  1. Purpose and Scope:

1.1.       All employees of KHRS are “employees at-will” and, as such, are free to resign at any time with or without reason.  KHRS, likewise, retains the right to terminate an employee’s employment and compensation at any time in accordance with the laws of Pakistan.

1.2.       This policy applies to all KHRS employees working on regular/contract basis.

  1. Policy Overview:

2.1. SEPARATION

Cessation of employment can take place in any one of the following ways:

   Resignation

   Retirement

   Termination

   Death

   Dismissal

   Layoff

2.1.1.   RESIGNATION

During Probation:

An employee may resign from his/her service without giving any reason after giving due notice as specified in appointment letter.

After Confirmation:

A confirmed employee may resign from his/her service by giving one month’s notice (or as specified in the Employment Letter) in writing or by surrendering one month’s gross salary (or as specified in the Employment Letter) in lieu thereof. Any leave balance that is due to an employee can also be adjusted against the notice period but only at CEO’s discretion. Contractual employees will be liable to give notice as specifically stipulated in their contracts.

2.1.2.   RETIREMENT

All permanent employees shall retire on attaining the age of 60 years. However, management may re-employee a retiring employee for a specific period on contract basis with or without break in service.

Terms and conditions for such re-employment, referred above, will be included in the Contract Letter

2.1.3.   TERMINATION

During Probation

The services of an employee may be terminated on the recommendation of his/her HOD in consultation with HR at any time during the Probation Period without giving any notice and without assigning any reason.

After Confirmation

The service of an employee may be terminated as a consequence of restructuring, job elimination, economic downturn or lack of work. All benefits associated with such terminations will be provided to the employee. These services can be terminated by giving one month’s notice (or as specified in the Employment Letter) in writing or payment of one month’s gross salary (or as specified in the Employment Letter) in lieu thereof as per terms of his/her employment, as per the set procedures of the company through HR department.

KHRS may decide in its own discretion to re-employ a person within one year from the date of job redundancy/termination of service.

2.1.4.   Death

The services of an employee will automatically come to an end upon his/her death.

2.1.5.   Dismissal

An employee found guilty of misconduct, fraud or involvement in activity prejudicial to company’s interest may be dismissed from services in accordance with disciplinary procedures of the Company. One-month notice will not be applicable in case of termination of service for misconduct.

2.2. BENEFITS ON SEPARATION

2.2.1.    Benefits on separation will be determined in accordance with the Company’s existing Compensation and Benefits Policies.

2.2.2.    If an employee is dismissed from service for misconduct, no compensation in lieu of notice will be given.

2.2.3.    If an employee is laid off due to company financial situation or job redundancy he/she will get three months’ salary as severance regardless to his/her employment contract.

2.3. PROCEDURES FOR CORRECTING PERFORMANCE

2.3.1.   The policies and procedures set forth below are intended to provide employees with fair notice of what is expected of them. Necessarily, however, such policies cannot identify each type of conduct and performance. Therefore employees should be aware that any conduct not specifically listed here, but that adversely affects or is otherwise detrimental to the interests of the Organization, other employees or related organizations, may also result in disciplinary action.

The organization may in its own discretion castigate an act of misconduct in any one or more of the following ways:

2.3.1.1.      A written warning;

2.3.1.2.      A show-cause notice;

2.3.1.3.      Withholding (for a specific period) of promotion or increment;

2.3.1.4.      Recover from pay all or part of any pecuniary loss caused to the organization by negligence or breach of orders;

2.3.1.5.      Suspension (at 50% Pay) for a period not exceeding fifteen days;

2.3.1.6.      Demotion (reduction to a lower level/grade/pay);

2.3.1.7.      Probation (a period of three months in which an employee is given written expectations to achieve. Failure to do so may result in dismissal);

2.3.1.8.      Dismissal from service/Summary Dismissal;

2.3.2.  Only HODs in consultation with HR can initiate and recommend disciplinary action with formal approval from CEO. In all circumstances, an employee may appeal against suspension, dismissal with notice or summary dismissal.

2.4. PROCEDURE FOR AWARD OF PUNISHMENT

2.4.1.   Competent authority to award punishment in case of an employee is the authority competent to make appointment in the case.

2.4.2.   In case of serious allegations or for review of an accused employee:

HR will initiate inquiry against accused employee(s) within a reasonable time frame through an inquiry committee. The inquiry committee must be comprised of odd number of members (minimum of three or more), which should include one nominated by accused employee, one nominated by the complainant and one from the HR department or nominated by the HR. This is to ensure a transparent investigation, to examine the whole case thoroughly and to give a report thereon indicating whether or not the charges made against the employee are established.

2.4.3.   The report of the inquiry committee will be reviewed by Head of HR who may accept or reject the report for reasons to be recorded in writing and/or may order a fresh inquiry. Upon receipt of final report of the inquiry, CEO will give final verdict. The decision of the CEO shall be binding on all parties.

2.5. PROCEDURE TO BE OBSERVED BY THE INQUIRY COMMITTEE:

Where an inquiry committee is appointed, the authorized employees/committee will:

2.5.1.      Frame a charge sheet and communicate it to the accused together with a statement of allegations explaining the charges and any other related circumstances which are proposed to be taken into consideration.

2.5.2.      Require the accused to submit a written explanation within a reasonable time. This duration will not be less than three days or more than fourteen days from the day charges have been communicated to him/her.

2.5.3.      The inquiry committee will inquire into the charges and examine any oral or documentary evidence in support of the charges or in defense of the accused when considered necessary and the accused will be entitled to cross examine prosecution witness.

2.5.4.      The inquiry committee will hear the case on day to day basis and no adjournment will be given except for reasons to be recorded in writing. However, every adjournment, with reasons thereof will be reported forthwith to HR.

2.5.5.      If the inquiry committee observes that the accused is hampering or attempting to hamper the process of inquiry, it will issue a warning. If thereafter, it is found that the accused is acting in disregard of the warning, Inquiry committee will record a finding to that effect and proceed to complete the inquiry in a manner deemed best suited to deliver justice.

2.5.6.      The inquiry committee will, within ten days of the conclusions of the proceedings or a longer period as may be allowed by the Head of HR, submit its findings and the grounds thereof for final decision.

2.6. SUSPENSION

2.6.1.      Where for the purpose of conducting an inquiry against an employee, the Head of HR consider it necessary, S/He may suspend the employee. The order of suspension will be in writing and will take immediate effect, the day it is sent to the employee by hand or by registered post at his last known address.

2.6.2.      An employee under suspension will only be entitled to 50% of pay without any benefits and the maximum period of this suspension can be twenty eight (28) day in regular four days groupings.

2.6.3.      When a suspended employee is reinstated, the revising or the appellate authority may grant him/her relief for the period of his/her absence from duty:

2.6.4.      If the employee is declared innocent, s/he will be deemed to have been on duty during the period of suspension and s/he will be entitled to the same salary as s/he would have received if s/he had not been suspended. Alternatively, s/he may receive proportion of the salary and allowance as the revising appellate authority may prescribe.

2.7. RETRENCHMENT/DEMOTION:

2.7.1.      KHRS reserves the right to review/revise an employee’s job description. As a disciplinary action, this is done on the recommendation of concerned HOD in consultation with HR.

2.7.2.      In instances where an employee demonstrates that he/she is unable to perform specified task of his/her assigned position, KHRS may, where an alternative position exists for which the employee is qualified, offer the employee the option to take the alternate position.

2.8. DISCIPLINARY ACTION/SUMMARY DISMISSAL PROCEDURES

2.8.1.    KHRS recognizes that a majority of its employees sincerely want to do what is required of them, are willing to accept authority and follow the policies and procedures laid down in the manual. However, when the organizational policies and procedures are infringed upon, or any misconduct is committed, if it is a minor offence the employee will be given an informal warning by supervisor and HR department will be informed immediately.

2.8.2.    In case of more serious or repeated minor offenses, a written formal warning/show-cause notice will be issued by HR in consultation with HOD. A copy of it will be placed in the employee’s personal file.

2.8.3.    If the employee in question does not show any satisfactory improvement at the end of stipulated time given in the first letter, HR department will initiate a formal inquiry through a formal inquiry committee and issue a second/final warning letter, if required after receiving final report from the inquiry committee, explicitly explaining all the relevant details/allegations and a further time frame for corrective measures to be taken by the employee. HR department may initiate a new probationary period for a certain time period for that employee as well to provide him/her maximum chance of improvement and avoid any action against him/her, which will directly affect his/her employment.

2.8.4.    If, despite previous warnings, an employee fails to meet required standards, disciplinary action may be initiated including suspension, dismissal with notice or summary dismissal.

2.9.SUMMARY DISMISSAL

2.9.1.    If an employee who has received a final warning fails to improve his/her conduct by the stated deadline, or in instances of gross misbehavior, KHRS may summarily terminate an employee without notice. In cases of summary dismissal the employee loses all entitlements including the ones mentioned under the Chapter “Staff Benefits”.

2.9.2.    Summary dismissal can only occur and in consultation with HR department and with prior formal approval from CEO. If agreed, a final letter of dismissal will be delivered to the employee in question signed by Head of HR. The dismissal letter should include: Reasons for such action and/or reference to any supporting policy, the date of dismissal, and any actions required on the part of the dismissed employee and time-frame for final payment of any remaining amounts due.

2.10.          PROCEDURAL GUIDELINES

2.10.1.    The term month used herein will be reckoned according to the English Calendar and will commence from the day following the days on which notice is given by the employee or by the authority.

2.10.2.    The salary and allowances of an employee who is dismissed from service will cease from the date of such dismissal.

2.10.3.    An employee under suspension will be entitled to 50% of his/her salary.

2.10.4.    At the end of employment, all tangible property of the Organization in the employee’s possession must be returned. Employee should complete a clearance form and obtain relevant signatures in order to make sure that all outstanding liabilities have been cleared.

2.10.5.    A short-term contract employee will not be entitled to any notice if his/her services are terminated on the abolition of the position for which he/she was hired.

2.10.6.    During the probation period of three months, an employee has no lien on service and may be discharged without notice.

  1. PROCEDURE OF TERMINATION

3.1.     When an employee leaves service for reasons mentioned above, HOD intimates Human Resources (for HO employees)/ Manager Admin & IR (for employees at the Plant and in MCDS Department) with his/her comments/recommendations.

3.2.     In case of resignation of a confirmed employee, as per above mentioned clauses, HOD also gives his/her acceptance on the resignation with recommendation to HR for acceptance.

3.3.     On acceptance of resignation from HR an acceptance of resignation letter will be issued to resigning employee. In case of termination or dismissal, whatever the case may be, HR Sends “Clearance Report” to concerned HOD, who makes arrangements for taking over the charge from departing employee and for recovery of all Company amounts due and assets in the possession of the employee. Every leaving employee is responsible to fulfill all requirements of “Clearance Report”.

3.4.     HOD sends Clearance Report to HR, duly signed both by the employee and by HOD, with clearance from all departments as mentioned on clearance report.

3.5.     HR sends a copy of resignation acceptance/ termination/ dismissal letter, leave record and Clearance Report to Payroll/Finance department for calculation of final dues.

3.6.     On payment, Manager Finance/ Manager Accounts sends copy of “Final Settlement Slip” containing details of final dues duly signed by the employee to HR Department, for personnel file of the employee.

3.7.     Copies of the Clearance Report and Final Settlement Slip are provided to the employee by Manager Finance/ Manager Accounts and acknowledgement of payment is obtained on payment/ adjustment vouchers.

3.8.     HR places all relevant documents along-with Clearance Report and Final Settlement Slip of the Employee and closes his/her Personnel File.

3.9.     In case of death of an employee payment of the final dues will be made to legal heirs of the deceased employee, who have to show a succession Certificate obtained from a Court of Law. HR ensures that family of the deceased employee is paid final dues without undue delay.

 

  1. EXIT INTERVIEW

4.1.     All employees who voluntarily, or in some cases involuntarily, leave KHRS must receive either an “Employee Exit Interview Questionnaire” or an actual exit interview conducted by Human Resources.  The aggregate data compiled from these confidential interviews will help management determine the causes of voluntary resignations in order to refine policies and practices to better serve the needs of existing employees.

 

4.2.     Responsibilities of HR Department

4.2.1.    Arrange an interview with the employee.

4.2.2.    Explain to the employee that the purpose of the interview is to find out more about his/her experience at KHRS. This helps the management in addressing any issues, and identifying areas for improvement that surface from exit interview results.

4.2.3.    Assure the employee that his/her responses will be kept in strict confidence and will only be communicated on a “need to know” basis to those individuals who are responsible for addressing human resource issues.

4.2.4.    The interviewer should use the Exit Interview Questionnaire as a guideline.

4.2.5.    The interviewer should discourage an employee from being evasive or noncommittal in his/her response to the questions.  Whenever possible, the employee should be encouraged to provide specific examples to explain his or her responses.

4.2.6.    In cases of involuntary terminations, the interviewer should give the employee an opportunity to discuss the events surrounding his/her discharge.

4.2.7.    The interviewer should utilize the interview results to identify specific reasons and major contributing factors that push the employee to resign, and to inform management of those factors, as well as any related human resources issues.

CHAPTER 23

Policy:                                     Transfers

Effective Date:                        June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

  1. Purpose and Scope

1.1.   To facilitate the movement of an existing employee and his/her dependent family on transfer from his/her work station to new location in a different city/town.

1.2.   It applies to all KHRS employees except daily wagers.

 

  1. Policy and Procedure:

2.1.   All employees of the Company can be transferred to any office, project, branch, Plant or site of the Company situated anywhere in Pakistan. In the event of non-compliance by any employee of transfer orders as per Rules, the employee concerned services may be terminated.

2.2.   Respective HOD communicates his/her desire in writing to transfer an employee to another section, city, area, office or site to Human Resources which obtains necessary approval from Approving Authority and issues letter to employee with copies to the concerned HOD, HR, Finance and his/her Personnel File.

2.3.   Approving Authorities for all transfers lies with the CEO

 

2.4. TRANSFER BENEFITS/ COMPENSATION

There will be no special benefits/ compensation in case of movement from/to a distance less than 75km from HO.

 

 

2.5. RELOCATION ALLOWANCE

2.5.1.   Permanent employees will receive an amount equivalent to one-month basic salary.

2.5.2.   Employees on contract will be allowed an amount equivalent to 80% of monthly contract enrolments.

 

2.6. TRAVEL ALLOWANCE

2.6.1.  Reimbursement of Air/ Train/ Bus ticket for employee and dependent family as per employees Grade Entitlement.

2.6.2.  Ten days of initial stay at designated station shall be arranged by Administration department in case of permanent transfer.

 

2.7. HOUSEHOLD ITEMS

Reimbursement of transportation cost of household items up to one truckload (20 feet container for all), on provision of original papers, bills, and receipts. This clause shall be applicable only if it involves a change in the station of residence and provided actual transportation costs are within the cost estimate approved by HR prior to arranging for the transport. For purpose of benchmarking HR/Admin will obtain quotes for various cities from time to time.

 

 

 

 

 

CHAPTER 24

Policy:                                     Re-Employment

Policy Number:                       QSP/HRD/019/A

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

Policy:

As a general rule, former employees (except those being hired on contract after retirement) are not eligible for re-hire. Only CEO may approve exceptions to this general rule.

 

  1. Former employees seeking to be re-hired must go through formal application/hiring process.
  2. If a previous employee is re-hired for a different position completion of a new probationary period is required.

 

 

 

 

CHAPTER 25

Policy:                                     Apprentice / Internship

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

  1. Purpose and scope

1.1. An intern is a person who, while fulfilling temporary corporate need, is primarily working for his/her own benefit in order to gain experience. The tenure of a normal internship may vary between 4 to 12 weeks.

 

  1. Procedure:

Prior to hiring an intern the following administrative procedure must be completed:

2.1. Human Resources Requisition Form

2.1.1.      Requests for interns must be made in writing by the immediate supervisor along with a scope of Work/Terms of Reference (SOW/TOR) outlining the expected outcomes of the internship and the expected professional growth objectives of the internee. Once approved by HOD and Head of HR, recruitment can begin. Thereafter, Interns with appropriate qualifications will be referred to the supervisor by HR.

 

2.2. Scope of Work (Terms of Reference):

2.2.1.      The SOW/TOR discussed and agreed upon by HR in consultation with the respective HOD and the intern, outlines the allowed leave time, stipend, responsibilities, and all other conditions of the internship.

2.2.2.      Before hiring takes place, supervisor should discuss the SOW/TOR with HR in order to ensure that intern benefits from professional development opportunities offered by KHRS.

2.2.3.      Intern are not regular full-time employees and therefore do not receive regular staff benefits unless otherwise specified in their contracts.

 

2.3. Letter of Internship

2.3.1.      Once an intern is identified, the supervisor forwards following information to Human Resources Department:

2.3.1.1.   Basic bio-data information: including name, address, copy of national ID card, emergency contact information and a detailed CV.

2.3.1.2.   Working papers, obtainable from the intern’s collage/university

2.3.1.3.   The start and end dates of the assignment.

2.3.1.4.   Human Resources will prepare the contract/internship letter and will send it, with other necessary documents/ forms, to the intern.

 

2.4. Process:

2.4.1.      Interns may be hired either directly or by arrangements with academic institutions.

2.4.2.      HR will maintain data for internship applications.

2.4.3.      Selection of interns should be based on both departmental needs and the opportunity for professional experience for the intern

2.4.4.      Supervisors desiring to extend internship period of an intern should make a written request to HOD.

2.4.5.      Upon approval, the request should be sent to HR for extension letter.

2.4.6.      Interns may not become regular employees or consultants at the end of internship period. However, in this case standard recruitment and selection process will be followed.

 

2.5. Stipend

All the interns will be paid @ Rs. 6000/- per month as a stipend

2.6. Certificate

Upon successful completion of internship HOD shall recommend issuance of formal letter/certificate by HR.

 

 

 

CHAPTER 26

Policy:                                     Staff Benefits

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

 

Policy:

Benefits are based on employee classification. KHRS reserves the right to adjust or modify benefits provided as changes are made to the prevailing local laws and as conditions of employment within Pakistan warrant.  Benefits are defined in individual employment contracts and may vary according to employment classification.

 

Date of Hire:

Many staff benefits accrue on a monthly basis; therefore it is critical to determine date of hire of an employee.  The starting date stated in the joining report is the basis of calculation of benefits.

 

  1. MONETARY ENTITLEMENTS

Apart from the negotiated basic salary, payable by 10th of subsequent month the employees may benefit from the following monetary entitlements

1.1.       Eid allowance: Eid allowance is provided to all employees equivalent to 25% of Basic Salary on Eid-ul-Fitr.

1.2.       Marriage gift in the amount of One Basic Salary will be provided to an employee on his/her own marriage or for the marriage of offspring (Sons & Daughters only).

1.3        Provident fund

 

  1. GROUP LIFE INSURANCE

2.1.       All regular employees are entitled to the group life insurance both in probationary period and beyond as per following grade limits:

 

Type Limit*
All permanent Employees Rs. 400,000

* To be reviewed every three years

 

2.2.       In case of accidental death of an employee the above mentioned amounts become doubled. Coverage starts from the first day of employment of an employee and remains valid till the end of service with KHRS. Upon termination of employment, HR will inform the insurance company about the contract termination. Detailed Terms and conditions of insurance cover are available with HR Department.

2.3.       In case of any death claim, the following documents will be required by the insurance company:

2.3.1.   Intimation of accident/death.

2.3.2.   Statement from employer (KHRS).

2.3.3.   Certificate from hospital / physician if applicable.

2.3.4.   Death certificate signed by local government.

2.3.5.   Date of birth proved by school certificate, identity card, passport or any other document issued by appropriate state authorities.

Note: All employees under 60 years of age are covered by group life insurance. In Pakistan, Insurance Companies do not normally provide coverage to persons above 60 years of age. However, KHRS’s insurer may continue life insurance on a case-by-case basis for employees over 60 years but this cannot be guaranteed. Employees over 60 are being registered for group life insurance coverage with preliminary medical tests.

 

2.4 Deleting a Member Name

On receiving resignation/termination letter of an employee, HR department collects the original Authority Letter and/or Insurance Card from the employee for deletion from Insurance Company’s roster.

 

2.5 Adding a Member Name

On issuance of appointment letter of an employee, HR department collects the data required from the employee for addition into the Insurance Company’s roster.

 

3.0 LEAVE AND HOLIDAYS

3.1 General Regulations about Leaves

3.1.1        Leave shall not be claimed by any employee as a matter of right. The grant of it is subject to exigencies of the Company’s business. A leave application is not deemed to be automatically approved until formally sanctioned by Competent Authority. Extension in leaves of absence allowed in special circumstances only, otherwise they are treated as Unapproved Absences.

3.1.2        Submission of an approved Leave Application Form is the sole responsibility of the employee. Leave Application Form has to be submitted and duly approved prior to availing leave. In case of emergency/sickness the employee should inform his/her supervisor as soon as possible. Leave Application Form will then be submitted on the day the employee rejoins duty.

3.1.3        Annual Leaves may be planned with supervisor ensuring that leaves are planned in such a way that they do not interfere with key tasks.

3.1.4        Each employee is allowed a set number of leaves in a year in categories of Annual, Casual and Sick Leaves.

3.1.5        Sick Leaves are available to employees from the date they join service. New employees will be able to avail their Casual & Annual Leaves after confirmation on a prorate basis.

3.1.6        Leave cycle coincides with company’s fiscal year. Accordingly, leaves are replenished every year on July 1st.

3.1.7        No Leave can be taken in advance of the year in which it is due.

 

3.1.8        Leave days are counted for working days only.

3.1.9        An employee may avail half (1/2) day’s sick or casual leave.

3.1.10      at the end of each financial year, all un-availed Sick and Casual Leaves lapse without any financial compensation in lieu of unavailed leave.

3.1.11      Leave applications are approved by immediate supervisor and HOD. If the needs of organization so demand KHRS reserves the right at all times to suspend or refuse leave. At its discretion, the company may require an employee to make reasonable adjustment in his/her proposed period of leave.

 

3.2 LEAVE ENTITLEMENT

3.2.1       It is necessary for staff to have some time during the year to spend away from work consequently KHRS provides its staff time to rest and reinvigorate. The purpose of this policy is to provide employee’s recreational needs, health related priorities, and personal/domestic exigencies. This period is essential to maintain employee satisfaction and encourage creativity.  It also provides employees time for unexpected events or occurrences which necessitate time away from work.

3.2.2       All permanent employees are eligible for the following kinds of leave during a year (financial year of the company) subject to rules and regulations framed hereunder:

 

  • National holidays, as per Govt. of Pakistan Announcements
  • Annual Leave(planned)             14 days
  • Sick Leave 08 days
  • Casual Leave (Unplanned) 10 days
  • Maternity Leave             12 weeks

 

3.3 National Holidays:

KHRS issues Holiday schedules at the beginning of each calendar year that is in accordance with official government holidays. There is no carryover of national holidays.

3.4 Annual Leave

Annual leaves are fixed at 14 days(s) for any fiscal year.

The ‘Year’ above, refers to the year of joining the Company in which the entitlement will be pro-rated accordingly.

The rules governing Annual Leave are as follows:

3.4.1       All regular employees will be entitled to avail leave (Annual Leave) with full pay to the extent of 14 working days (after the successful completion of probationary period). The probationary period, however, will be included in the period of service when computing entitlement of Annual Leave.

3.4.2       Assessment of entitlement of number of Annual Leaves will take place at the beginning of each fiscal year i.e. July 1st.

3.4.3       Annual Leaves are designed to be taken for rest and relaxation activities for the Employee.

3.4.4       All Annual leaves must be pre-approved, except in cases where sick leaves may be cascaded into Annual Leaves.

3.4.5       All Employees are required to fill out Leave Application Form and get it approved from HOD. Leave will be considered approved when formal sanction has been granted by HOD and HR Department on the Leave Application Form.

3.4.6       Annual Leaves can be taken all together or separately in maximum two trenches per year.

3.4.7       Annual Leaves due may be availed at any time during service at a stretch.

3.4.8       Annual Leaves of 5 working days or more require minimum 2 week prior notice period.

3.4.9       Annual Leave cannot be availed in combination with any other leave, unless explicit approval is granted by competent authority.

3.4.10     on a case to case basis Sick Leave may cascade into Annual Leave.

3.4.11     Annual leave is not allowed during notice period, unless approved by Head of HR & Department Head.

3.4.12     all eligible employees should schedule their Annual Leave in advance at the beginning of the year considering their family priorities and official commitments. Employee must share this schedule in writing with supervisor/HOD to incorporate it in departmental overall Annual Leave calendar and get its formal approval.

Note: It is the responsibility of HOD and HR department to make sure that complete Annual leave calendar for all departmental employees is prepared at the beginning of fiscal year and implemented as planned.

 

3.5 Sick Leave

The Company recognizes the necessity to provide employee with protection against loss of salary while absent from work due to sickness or injury. The rules governing Sick Leave are as follows:

3.5.1       All regular employees are entitled to sick and injury leave equivalent to eight (08) working days per calendar year.

3.5.2       A medical certificate will need to be furnished for availing more than 2 days leave.

3.5.3       Employees taking sick leave should inform the office at their earliest convenience.

3.5.4       All provisions of the sick leave policy are to be administered on fiscal year basis from July 01 through June 30.

3.5.5       Sick leaves for new hires will be prorated, based on their date of hire.

3.5.6       Any un-availed sick leaves cannot be carried over to next year and cannot be en-cashed in case of resignation/termination.

3.5.7       Sick Leave beyond two days must be supported by a medical certificate from a Registered Medical Practitioner.

3.5.8       HOD/HR reserves the right to call an employee who has applied for or has availed sick leave in excess of six days at a stretch, to appear for medical examination before any medical practitioner of Company’s choice.

3.5.9       Sick Leave beyond entitlement in a year will be adjusted against Annual leave. If balance in the Annual Leave account is not sufficient to cover the excess Sick Leave then balance uncovered Sick Leave shall be adjusted against balance in the Casual Leave account. If however, no balance is available in the Annual/Casual Leave account, then the excess Sick Leave shall be treated as leave without pay.

 

3.6 Casual Leave

The Company recognizes that there are occasions, which necessitate temporary absences from duty on account of personal exigencies. The rules governing Casual Leave are as follows:

3.6.1       All regular employees are allowed ten (10) working days per calendar year earned at the rate of 1 days per month, from the date of his/her confirmation (after successful completion of probationary period).

3.6.2       Upon confirmation, any leave availed during probationary period will be adjusted against yearly quota, the probationary period, however, will be included in the period of service when computing entitlement of casual leave.

3.6.3       Casual leave is non-cumulative in character and therefore can, under no circumstances, be carried forward to the next year.

3.6.4       Casual Leave shall not be granted for more than three days at a stretch.

3.6.5       Casual Leave is intended only for matters of emergency and will not be granted in combination with any other form of leave.

3.6.6       Application for Casual Leave is to be submitted prior to commencement of leave, unless an emergency arises after office hours and Casual Leave is taken to deal with it.

 

3.7 Pro-Rata Leave Adjustments

3.7.1       Sick & Casual Leave entitlement are credited to the account of a permanent employee at the beginning of each financial year. However Annual leaves will be accumulated on monthly basis.

3.7.2       For employees joining the Company during the year, leaves will be credited to their account on pro-rata basis.

 

3.8 Maternity Leave

3.8.1       All regular female employees of KHRS are eligible for maternity leave upon presentation of an application duly supported by a medical certificate. Maternity leave will be given for a maximum of twelve (12) weeks. Other accrued leaves may not be used to extend maternity leave beyond twelve weeks.

3.8.2       As soon as the employee’s attending physician/gynecologist confirms pregnancy, the employee should provide a physician’s certificate to her HOD and Human Resource Department about her likely period of absence so that the company may make alternate work arrangements.

3.8.3       Following delivery, an employee shall present to Human Resources a medical release from her attending physician/gynecologist stating that she is physically and mentally fit to resume work on a full time basis.

3.8.4       Note: Maternity Leave up to maximum of 6 weeks prenatal and postnatal shall be treated as period of leave. If the employee is not certified to be medically fit during twelve (12) weeks leave period, then absence in excess thereof shall be adjusted against her Annual Leave, if accruing, otherwise this will be treated as unpaid leave.

 

3.9 Leave without Pay

3.9.1       Leave without pay for personal reasons may be granted to employees only in those instances in which a determination is made that a continuation of an employment relationship is in the best interests of the Company. No employee is automatically entitled to such approved absence, regardless of length of continuous service.

3.9.2       Leave without pay for limited duration, subject to a maximum of thirty (30) calendar days, can be granted only with the written approval of CEO.

 

3.10     Procedure

3.10.1     All regular full time employees with more than one year of service are eligible to apply for leave of absence (leave without pay).

3.10.2     An employee going on any kind of leave mentioned above must obtain prior written approval from supervisor/ HOD.  The procedure is as follows:

3.10.2.1       Employee submits Leave application on Leave Application Form to supervisor.

3.10.2.2       Human Resources Department provides detail of balance leave entitlement to concerned employee.

3.10.2.3       HOD, if satisfied with the recommendation of supervisor, approves leave of the applicant and sends the signed leave application form to Human Resource and/or Personal Department for record.

3.10.2.4       Human Resources will enter leave in the leaves System and file it. In case of Annual Leaves and leaves without pay, it is filed in the personal file of the concerned employee and information is fed to Database.

3.10.2.5       HOD may approve application as recommended by supervisor or disapprove the same (citing reason thereof).

3.10.3          Note: Where there is no supervisor, leave application form will be sent directly to HOD.

3.11     Birthday leave:

Birthday Leave of one day has been maintained to be availed on the day of birthday or another day with prior written approval of the concerned HOD along with intimation to the HR department.

3.12     Paternity leaves have been introduced for which a medical / birth certificate will be required to be furnished. The leave entitlement shall be as follows:

  1. 2 days for each normal delivery
  2. 3 days for each C-section

 

4.0        HARDSHIP ALLOWANCE POLICY

4.1     PURPOSE & SCOPE

In line with best international practices, KHRS provides hardship allowance to employees at designated work locations. This financial incentive is based on the work location isolation, threat of conflict/civil disorder, or lack of infrastructure (physical hardship).

4.2 Eligibility

All regular full time employees of KHRS are eligible for this allowance. KHRS recognizes that the degree of hardship varies among work locations. Therefore, financial benefits described herein are based upon level of hardship as determined by Human Resources Department. This hardship determination is bench-marked on best peer practices and is reviewed / revised annually.

 

4.3 Hardship Area Categories

4.3.1    Zero Hardship

All areas where KHRS operates except those designated as hardship posts are deemed zero-hardship locations. These include Lahore, Karachi, Rawalpindi / Islamabad and other principal cities / towns that happen to be the employee’s hometown at the time of initial employment.

4.3.2   Category A – Mild Hardship

Mild hardship areas: This incentive is applicable to all “zero” hardship locations that are “not” the employee’s hometown.

  • Costs reimbursed by KHRS: One time family travel expenses to low-hardship location as well as expenses on family household shifting to and from base station.
  • Hardship Allowance: All employees transferred to Category A areas for business requirements by KHRS are eligible for hardship Allowance equivalent to 10% of basic salary.

 

4.3.3   Category B – Moderate Hardship

Based on physical isolation and distance from Home Town, a few areas have been added in Category B list.

  • Costs reimbursed by KHRS: In addition to re-imbursements mentioned for category A above the cost of six Monthly round trip to designated home town for employee and family.
  • Hardship Allowance: All employees transferred to Category B areas for business requirements of KHRS are eligible for Allowance equivalent to 30% of basic salary per month.

   Designated Areas:  Areas including RYK, Interior Sindh, Balochistan, Gilgit, NWFP and AJK.

 

4.3.4   Category C – Severe Hardship

Based on security situations and physical locality, a few areas have been added in this list.

  • Costs reimbursed by KHRS: In addition to category A reimbursements the cost of one time round trip per quarter for employees and family to designated home town.
  • Hardship Allowance: All employees transferred to Category C areas for business requirements of KHRS management are eligible for this category Allowance equivalent to 50% of basic salary per month.
  • Designated Areas: Swat / FATA / tribal or war town areas.

* All employees who are hired at category C area or their home town is in category C will be given 10% of basic salary as Hard Area allowance.

 

4.4 Determination of Hardship Area

In determining extent of hardship, KHRS will use restrictive common sense rather than the standard declaration of hardship areas used by the Government of Pakistan or MNCs. In determining for “hardship” the Company considers:

4.4.1       Physical isolation of an area; distance from “hometown”;

4.4.2       The difficulty of finding facilities and infrastructure which an employee’s family would expect to have; and,

4.4.3       The general difficulty in recruiting suitable staff willing to work full-time at such locations.  There is, in general, a strong correlation between these criteria.

5.0        TRAINING & DEVELOPMENT ASSISTANCE PROGRAM (TDAP)

1.0     PURPOSE & SCOPE

1.1 The purpose of this procedure is to provide a system and instructions, to assign responsibilities for determining training needs, providing the required trainings to the employees / staff to up-grade the skills level and contribute effectively for the achievement of organization’s objectives

1.2 Applies to all KHRS employees

2.0       POLICY

KHRS hires best resources in terms of education, training, skill and experience and principally each individual is to be responsible for his/her development. However KHRS will provide adequate training to meet company challenges and fulfill objectives.

5.1 TYPES OF TRAINING

5.1.1   Induction Training / Orientation of New Employee

5.1.1.1        It is the policy of KHRS to welcome and orient new employees in a timely and consistent manner in order to ensure full understanding and compliance with KHRS policies and procedures. After the joining of new employee, HR Department prepares the orientation Plan in consultation with the department Head. Preliminary Orientation should occur by the end of the employee’s first day of work and should be organized and scheduled by HR. Orientation program of new employee includes:

    Awareness on administrative policies (e.g. working hours, leave, safety, health & environment, disciplinary policies etc.)

    Awareness of quality policy

    Communication of job description, and

    On-job training

5.1.1.2        The employee’s supervisor is responsible for making sure the Job-Specific Orientation occurs before the end of the employee’s first week of work. The employee’s supervisor should review work performance expectations/objectives, and responsibilities of the employee at this time. Organizational orientation is composed of two components i.e. Orientation to KHRS and familiarization with KHRS documents.

5.1.1.3        Employee spends specified time (as per orientation plan) in each department and after completion of orientation, submits a brief report to HR through HOD.

5.1.1.4        The orientation program is recorded on the “Individual Training Record” by concerned HOD and in the HRIS by HR department.

 

5.1.2   On-job Training

After completion of orientation plan employee is then assigned specific tasks and assignments related to his/her position and provided on job-training. During on job training, employee’s performance is monitored by immediate supervisor on assignments related to his position. The concerned HOD/supervisor regularly evaluates the performance of the employee for improvements and development purposes. Employee’s performance and training evaluation record is maintained in employee’s personnel file.

 

5.1.3   Training Needs Assessment (TNA)

5.1.3.1        The objective of training program is to ensure that employees are familiar with relevant requirements of the management systems pertaining to their job functions and that they possess the required knowledge and skills for performing their jobs so as to confirm to requirements of Management Systems of Kumail HR Services.

5.1.3.2        All supervisors continually carry out Training Need Assessment, keeping in mind skills of employees and quality and environmental objectives of the company.

5.1.3.3        Based on identification of training needs, respective supervisor fills the Training Need Assessment Form (PDR) and sends it to HR department.

5.1.3.4        On the basis of Training Need Assessed/PDR, a Training Plan for the following year (on monthly basis) is developed by the HR department for both workers and officers

5.1.3.5        On the basis of training plan, HR will evaluate training programs conducted through Internal or External Trainers. Training Calendar is prepared for the year and is circulated to concerned HODs.

 

5.1.4   Corporate Training Plan and Execution

5.1.4.1        Human Resources Department is responsible for identifying training and awareness needs of all KHRS employees with the help of concerned HODs for the preparation of company-wide training calendar and developmental programs. It is further the responsibility of HR department to formally implement this training plan.

5.1.4.2        HR maintains a list of shortlisted training institutes with specific and best available training facilities and training programs. For the purpose HR department remains in-touch with these external training institutions to get updated lists of their current training programs.

5.1.4.3        Departmental heads (HODs) are responsible for the identification of the training needs of their respective departmental employees and for the preparation of departmental training programs in consultation with HR.

5.1.4.4        HR department reviews and prepares a training plan along with a formal training schedule, in the form of Annual Training Calendar.

5.1.4.5        Head of HR reviews the plan and gets its approval from CEO and ensure its proper implementation throughout the organization.

5.1.4.6        HODs are personally responsible along with Head of HR for effective implementation of training programs as described in their individual Training plan and the effectiveness of these trainings.

5.1.5   Training Effectiveness Evaluation

5.1.5.1        One month after the training, employees are evaluated by supervisor / HOD on Training Evaluation sheet.

5.1.5.2        The evaluation assesses whether a particular training has achieved its objectives and the employee is sufficiently competent and/or skilled to perform the job function for which he or she was trained.

5.1.5.3        Results of this evaluation are recorded formally and supervisor / HODs are responsible to submit the Training Evaluation sheet to HR Department within 45 days of training.

5.1.5.4        Employees training record is updated in personnel files of the concerned employees as well as in HRIS.

5.1.6   Review

HR Department reviews the training plans/calendar on half year basis and makes necessary amendments, if required. This would also result in updating of training plans.

 

5.1.7   Direct Training Requests:

5.1.7.1        If an employee identifies some training program which s/he believes is best suited for his/her training & development needs, the employee must submit a request to his/her supervisor and HOD outlining the training course, reasons and its relevance to his/her current job, and the duration and intended cost. HOD will forward it to the Human Resources Department with recommendations.

5.1.7.2        All such requests should be recommended by the concerned supervisor/HOD and must be approved by the CEO

5.1.7.3        HR department will make necessary arrangements for employee to attend the training and follow the Training Effectiveness Evaluation process afterwards to evaluate the training.

4.0        MESS FACILITY

KHRS provides a cook, kitchen facilities and non-food costs associated with preparing/serving of lunch at the head office and both plants.

4.1      Per meal cost will be calculated every month based on headcount.

4.3      All Workers / Daily Wagers / Third Party Contract Employees will be charged Rs. 15 per day per meal.

4.4      All official guests will be marked as official guest at the prescribed slip provided by the mess staff and will be charged @ monthly average meal rate to the relevant department.

4.5      An employee who brings a guest with him/her at mess will be charged @ Rs. 200 per guest per meal.

4.6      Contract employees will be charged in equivalence to their level of job which will be determined by HR department.

4.7      KHRS will not charge administrative cost of running the mess facility to employees, which includes utilities bills, crockery etc.

4.8      Mess committee will be responsible for the weekly menu and controlling the administrative issues which include vendor selection, purchase of raw material etc. and to control the cost of food.

4.9      Monthly employee contribution of mess will be deducted from employee’s monthly salary.

4.10    Field staff shall dine free whenever at head office or plant on duty.

4.11    Interns shall dine free. The cost of their meal will be charged to the concerned department.

5.0 PICK AND DROP (for female staff only)

Subject to feasibility/availability of vehicles, all female employees shall be provided transportation from home to office and back.

 

6.0        COST OF LIVING ALLOWANCE (COLA)

The Cost of Living Allowance (COLA) is provided to employees along with salary increases based on the governmental calculations of CLA. All regular employees of KHRS are eligible for yearly Cost of Living allowance.

KHRS administers its COLA program with data provided by the Government of Pakistan, which surveys and compiles it on certain standards and on specific basis indices of living costs and annual inflation rate.  A country’s cost of living index can fluctuate upward or downward from year to year, including falling to a level that indicates an allowance is no longer warranted. For this reason the Cost of Living Allowance should not be considered a fixed part of an employee’s compensation.

 

6.1        Adjustment of Cost Of Living Allowance

Each July 01, the Cost of Living Allowance for eligible employees is reviewed.  These annual reviews may result in an adjustment of the Cost of Living Allowance for the next fiscal year beginning July 01, based on the current level of the determinant factors (salary, local index, and income).

 

6.2        Administration

The Cost of Living Allowance is paid monthly and incorporated into the monthly pay.  It becomes effective upon written notification from the management at the beginning of each financial year.

7.0        DECEASED EMPLOYEE FAMILY RELIEF

The purpose of this policy is to provide relief to the family of deceased permanent/non-permanent employees of KHRS. This policy will be applicable for all cases where employee/person has passed away while in employment or on any other short term assignment based contract with Kumail HR Services.

 

7.1 POLICY & PROCEDURE

Company will provide the following facilities / assistance for all children till the time his / her first child is 21 years old OR employed OR completed his / her Master degree or the deceased employees spouse marries again:

7.1.1    Permanent Employees

7.1.1.1         Group Life Insurance Coverage amount.

7.1.1.3         Eid / Ramadan gift.

 

7.1.2    Contractual / Temporary Workers

7.1.2.1         Company will pay one time compensation through Group Life Insurance Coverage.

 

8.0        Fatally injured/incapacitated Employee   & Family relief

The purpose of this policy is to provide relief to the employee or family of fatally Injured or Incapacitated permanent/non-permanent employees of KHRS. This policy will be applicable for all cases where employee has suffered such injuries or got medically ill up to such an extent where he/she is incapable of delivering his/her regular duties.

  1. POLICY

This policy applies to all regular and contractual (Including daily wagers) employees of Kumail HR Services.

8.1    Temporary Disability

Temporary disability is a disability where employee is unable to work on the current position for a limited period of time and his/her health is recoverable.

Due to /during temporary disability management will try to accommodate that employee on a lesser responsibility role if possible.(if the employee is able to work).

8.1.1         Benefits of Temporary Disability

From the lapse of all regular leaves entitled to that employee till 12 months (1 year) period, s/he will be considered as a regular employee of the Company and will be provided the following benefits/assistance:

    50% of the monthly Gross salary with benefits.

    All other benefits as per policy.

8.2    Permanent Disability

Permanent disability is a disability where employee in unable to work and is/her health is not recoverable. Declaration of permanent disability will be done by the registered medical doctor selected by the Human Resources Department.

8.1.2         Benefits of Permanent Disability

If unfortunately an employee could not recover from that illness and could not report for duty even after 12 months, that employee will be considered permanently disabled for the position and will be entitled for the following:

  • Employee will be paid his/her final settlement up to that date along with all other insurance payments as per policy.
  • An amount equivalent to 12 months Gross Salaries (i.e. before disability) will be given to the employee and will be fixed in regular income program in any financial institute on employee’s name for 10 years.(Provided the company has the resources to do that)

9.0 Employees Old Age Benefits

  1. PURPOSE

This policy applies to all KHRS employees covered under Employees Old Age Benefits Act of 1976, and complies with the legal provision of employees EOBI Act.

  1. POLICY

KHRS pays to the Government an amount as prescribed in the EOBI Act against every employee eligible under EOBI act and in return the concerned employee will be paid Old Age pension on prescribed rate provided that:

1.1.       An employee attains the age of 60 years or in case of women 55 years.

1.2.       An employee is retired from employment and contribution in respect of him/her were payable for not less than 15 years.

1.3.       Benefits for insured person under the Act are detailed in chapter 5 of the Act and named as under:

1.3.1.    Old Age Pension

1.3.2.    Old Age Grant

1.3.3.    Survivor’s Pension

1.3.4.    Invalidity Pension

1.4.       If an insured employee becomes eligible for benefits, HR Department will facilitate him/her to avail benefits provided by law.

10.0 Employee Provident Fund

  1. PURPOSE

This policy is an end term benefit designed to provide provident fund to KHRS employees a part of long term retirement benefits. The policy applies to all confirmed employees working in KHRS. Membership of the Fund is optional.

  1. POLICY & PROCEDURE

2.1.      On successful completion of Probation period, an employee becomes eligible for participation in the Employee Provident Fund Scheme.

2.2.      A confirmed employee signs application from and sends it to HR Department for verification, which later sends it to Finance department for inclusion of employee as a member of the Fund.

2.3.      Contribution payable by a member is 8.33% of Basic salary with an equal contribution to the Fund by the company.

2.4.      Finance Department makes deductions on monthly basis, from the salaries of confirmed employees and maintains accounts of the Provident Fund.

2.5.      Finance Department provides Provident Fund Account in respect of each employee to him/her every year after audit of Provident Fund Accounts.

2.6.      If an employee leaves the Company, for whatever reasons, he/she shall be entitled to receive full amount standing to his/her credit, including the Company’s contribution and any interest/profit that is due on the balance.

  1. LOANS/WITHDRAWALS

3.1.     An employee may avail loan and withdrawal from provident Fund for specific purpose in accordance with Provident Fund Rules.

11.0: Employee Salary Loans / Advances

  1. PURPOSE

KHRS provides immediate short-term loans in lieu of salary advances to facilitate its employees to meet unforeseen financial needs. This policy applies to all permanent employees of KHRS.

  1. POLICY

2.1. Salary Advance

2.1.1.    A permanent employee may apply for an advance against current months Gross salary. This advance is recommended and approved by HOD and Head of HR, subject to clearance/report from accounts/HR department.

2.1.2.   An employee who has newly joined (on probation) and has been relocated from his home town, may also seek loan from the company of one gross salary for the following specific purposes:

 

  1. Payment of house, rent advance, payment of children education fees or for buying furniture.

2.1.3.   The granted loan shall be recovered in equal installment over ten month.

  1. Loan against Salary

A permanent employee with minimum three years’ service with KHRS, may avail a three month salary advance (loan equivalent to three month gross salary) on following conditions:

  1. Max loan of three months gross salary.
  2. The loan granted shall be recovered in a maximum of ten equal monthly installments
  • No employee shall be granted a fresh loan unless his/her previous loans have been fully repaid.

 

  1. PROCEDURE
    1. HOD will recommend and Head of HR will approve the advance applied for by an employee or may modify or disapprove the same with assigning a reason.
    2. Application for advance or loan shall be submitted to accounts department by the applicant, while reporting balance of existing advance/loans, if any. Recommended application shall be submitted to Finance manager for onward payment to employee.
    3. Note: An employee’s monthly loan repayment may not exceed 45% of his/her gross salary.

12.0 Usage of mobile phones/devices at work place:

1.1       OBJECTIVE

 

The purpose of this policy is to promote a safe and productive work environment and increase employee’s safety. Inappropriate use of communication devices at work can cause serious injuries because it’s distracting and may interfere with their proper and safe use of equipment and machinery. Devices and headphones or wireless ear pieces may also get tangled in machinery or interfere with the proper use of personal protective equipment.

 

1.2   DEVICES COVERED

 

The devices covered by this Policy include cell phones, Blackberries, text pagers, two-way radios and other wireless devices, whether owned by the Company or the individual worker (collectively referred to as “Mobile Devices”). Mobile devices can further be defined as having the ability to receive and/or transmit voice, text, data and/or internet usage without a cable connection.

1.3 SCOPE

This Policy applies to all operators, technicians, permanent or contractual from Grade-1 to Grade-5, from Grade-1 to Grade-4 for Admin, IR, HR & IS, all daily wagers, trainees, apprentices, and third party staff irrespective of grade working in the factory premises.

1.4 PROHIBITED USAGE

 

While in the workplace during work hours, workers are expected to focus on work and may not inappropriately use any Device in the workplace for any inappropriate purposes, including but not limited to:

  • Engaging in personal conversations
  • Playing games
  • Surfing the internet
  • Checking emails
  • Sending or receiving text messages

 

1.5 PROCEDURE AND RESPONSIBILITIES

  • Employees covered in the scope of this policy, may not carry and use personal mobile phones/devices while at work. If an employee is found using a personal cell phone at work which causes disruptions or loss in productivity, the employee may become subject to disciplinary actions as per company policy
  • The use of mobile devices to photograph and/or to record confidential information / private information and/or related item is prohibited
  • No exception except with CEO’s prior written approval
  • The company will not be liable for the loss of personal cell phones / devices brought into the work place

1.6 VIOLATIONS

  • Workers who violate this policy will be subject to following disciplinary actions
  • Confiscation of the mobile phone/devices
  • Issuance of EDN (deduction of three days salary) for first violation and dismissal for repeated offense

 

 

 

 

 

 

 

 

 

 

 

CHAPTER 27

Policy:                                   Performance & Development Reviews

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

  1. PURPOSE

1.1.      Organizations today know that corporate excellence requires the best possible performance by every team and every employee. Individuals, teams and organizations all depend on relevant feedback to improve the way they perform. Performance Management at KHRS has been designed to encourage career development and to enhance the work standards of workforce.

1.2.      The purpose of this policy is to provide a system of evaluating employees’ performance while assisting him/her in improving Job Performance and enhancing professionalism which contributes to the effectiveness with his/her organization completes in the market place. This policy applies to all KHRS employees.

 

  1. POLICY

2.1.      A performance review is a step-by-step, practical and planned approach to help managers and staff, develop result-oriented performance plans that are supportive of organizational goals and strategies, which are tied to performance evaluations and rewards. KHRS has established a formal system for reviewing an employee’s performance in terms of job’s requirements.  There is one appraisal format for all national Staff. The Appraisal of personnel should be a process in which the evaluator and the person being evaluated assess together the strengths and weaknesses of the individual and decide on steps needs to help the individual to grow professionally. The evaluation should be conducted in an empathic and cooperative manner. Additionally, a good performance appraisal system should assist supervisors in making informed personnel decisions.

2.2.      Each employee receives a performance evaluation form before end of probation, and again at least annually prior to his/her performance review date.

2.3.      Performance evaluation encompasses the employee’s success in meeting performance expectations, accomplishments, needed improvements, and goal for the employee. The evaluation process also includes training receive during the review period and /or training and development needs recommended for the next review period.

 

  1. PROCEDURE

3.1.      The Human Resources Department notify all Departments at least 15 Days in advance of performances appraisal due date by sending list of department employees to be evaluated along with the performance evaluation form and PDR Hand Book.

3.2.      The immediate supervisor of employee reviews job description as well as targets /objectives with the employee and seeks input from the employee in preparation for the evaluation. The HOD/Section Head /Supervisor and employee discuss the following areas:

3.2.1.   Content

The standard performance evaluation form has following contents.

3.2.1.1.      Identification – The first section serves to identify the employee being evaluated, his/her position title and department as well as the evaluator’s name, and title.  Also included is the period covered by appraisal.

3.2.1.2.      Employee Self Evaluation – Using his/her last year’s assigned objectives as a point of reference, the employee briefly comments on how well s/he performed each of the tasks/responsibilities assigned to him/her. This is based on the functional job description for the position.  It establishes the primary purpose of the job and the basis for the subsequent evaluation.

3.2.1.3.      Supervisor’s evaluation of the employee: Using the employee’s job description as a point of reference and his/her performance against last year’s performance objectives, the supervisor briefly comment on how well the employee performed each of the tasks/responsibilities assigned to her/him during the past year, and rate the employee for each task on a scale of “P-E”.

3.2.1.4.      Performance Objectives for the coming year – This page includes the performance objectives related to the responsibilities and requirements of the position that the employee agrees to meet during the following year.  There may be instances where performance objectives could not be agreed upon in advance of the performance appraisal.  In this case the employee’s actual performance should be described and rated in the context of job description for the position.  Performance objectives should then be set for the next evaluation cycle.

If any changes in the employee’s job description are needed by the supervisor or HOD, these should be mutually agreed on and a copy given in writing to the employee as well as to the HR department.

3.2.1.5.      Training / Development Needs – Using the employee’s Self Evaluation for the past year, and the Performance Objectives for the coming year, employee and supervisor mutually identify areas where the employee would like to receive further training/development during the coming year. This page sets out a development plan for the employee based on joint evaluation.  If the employee lacks a required knowledge, skill, ability or characteristic, the evaluator should propose how this might be accomplished.

3.2.1.6.      Employee Remarks – This section allows for comments by the employee after his/her final one-on-one meeting with his/her supervisor. Employee can present the agreement or disagreement with his/her appraisal and ranking awarded by supervisor. Both employee and supervisor should work out a mutual understanding on the appraisal.

3.2.1.7.      Overall Comments and Signatures -This section allows for overall comments by both the immediate supervisor and the next higher level supervisor.  Their signature indicates that the performance discussion took place and the whole process has been professionally managed.

 

Note 1: All employees will also be reviewed on 360 Degree behavioral feedback i.e. their evaluation as senior business manager’s layout their professional duties

Note 2: HOD/ Supervisor and employee review job description to determine if job duties are current. If needed, job description is revised and updated in Human Resource records.

 

3.3 Promotions

3.3.1    All the promotion and grade jumps will be based on minimum qualification requirement

 

 

  1. PROCESS

1.1.      The Human Resources Department will notify the concerned supervisor and Admin/IR Manager about the scheduled for review during the first week of (June).  The HR department is responsible to communicate this to each individual supervisor within their area, for timely submission of evaluations to the Human Resources Department, no later than the third week of the month of June.

 

1.2. Review Schedules/ Timeframe:

The scheduling of reviews will be:

1.2.1.      Annual Review – Starting from first week of June of every year and ending in the 4th week.

1.2.2.      Interim/mid-year – Starting in first week of December and ending in 4th week.

1.2.3.      Supervisors are required to give regular on-going quarterly feedback to employees under their charge after reviewing performance against quarterly goal.

1.2.4.      Each supervisor will ensure the completion of a formal performance appraisal form for all of their direct reporting staff by June 15th of each year.

1.2.5.      Performance appraisals of new employees, who have completed less than three months of service with KHRS at the time of the annual review period, will be deferred to the following annual review.

1.2.6.      No annual salary increase will be released until all Performance Evaluations have been completed and submitted to HR.

 

1.3. Completion of Appraisal Instrument and Confidentiality

1.3.1.  The appraisal form is to be completed by the immediate supervisor to whom the employee reports in consultation with the next level supervisor.  There may be instances where an employee has more than one supervisor (matrix reporting).  In such cases, all supervisors should collaborate in preparing the evaluation, sign the form and, if possible, participate in the appraisal discussion.  These processes must be conducted.  The transfer of these documents to HR department should be in sealed envelopes marked “strictly confidential”. The comments of the employee must remain confidential.  If a GM/HOD or HR discusses it with the evaluator, specific comments must not be attributed to the employee without his/her permission.

 

1.4. Rating Guidelines and Definitions

1.4.1.  There are five levels set forth for the overall performance rating, and they are as follows:

   Probationary – “P” (Unsatisfactory) – Overall performance is well below the requirements of the job.

   Developmental – “D” (Below Expectations/Needs Improvement) – Meets some goals but needs improvement.

   Good – “G” (Satisfactory) – Meets most goals and exceeds some.

   Superior – “S” (Exceeds Expectations) – Exceeds most goals and fully meets all job requirements.

   Exceptional – “E” (Outstanding) – Consistently over achieves all goals and performs beyond all expectations. (A rare occurrence)

1.5. Discussion with Employee

1.5.1.      Scheduling Appointment with Employee – It is the responsibility of the evaluator to schedule meetings with the employee and inform him/her of the time and location of appraisal discussions.

1.5.2.      Meeting – During the meeting, the employee must be given ample opportunity to read and discuss the appraisal.  If an employee complaint regarding insufficient time for discussion, a subsequent meeting for further dialogue must be scheduled.  At the conclusion of discussion, supervisor must sign and date the form.  A copy of the evaluation should be sent to Human Resources Department.

1.5.3.      Employee Review and Comment – The original evaluation should be handed over to the employee with instructions to record their comments on the form and send it to back to supervisor.

1.5.4.      NOTE: The employee should not sign the appraisal until it has been reviewed and signed by the HOD/ Supervisor.

 

1.6. Final Review and Comment

1.6.1.      The Human Resources Department will discuss the evaluation with appropriate authority and extract further details from it for payroll processing and training need identification.

1.6.2.      Employees receiving an “unsatisfactory” rating in their annual review for two consecutive years will be placed on probation for a period of three (3) months and will not be eligible for a merit increase during that period.  However, dismissal need not await the completion of probationary period; it may occur at any point after thirty (30) days following the review.  Upon completion of the probationary period another evaluation will be made.  A rating of “meets expectations” or above will result in a pay increase at the appropriate annual review rate.  A rating below “meets expectations” will result in automatic termination from services with appropriate notice and severance allowance.

 

  1. APPEALS

Any employee who feels that he/she has been treated unfairly in the evaluation process has the right to appeal.  The procedure for appeal is as follows:

2.1.       Any dissatisfaction concerning the evaluation process should first be discussed with the immediate supervisor (s) and a resolution sought at that level.

2.2.       If evaluation conflict remains unresolved, the employee should then bring the issue to the attention of his/her supervisor’s supervisor and if that intervention too fails, the employee has a right to raise issue with GM concerned.

2.3.       If the issue is unresolved at the Departmental level an employee can forward a written appeal to the Human Resources Department.  The Human Resources Department will review the appeal, gather facts and submit the findings to CEO for consideration and final decision.  The Human Resources Department will inform the employee in writing of the decision handed down by CEO.

 

  1. CONFIDENTIALITY

3.1. Staff evaluations will be seen only by:

3.1.1.    The evaluator (s)

3.1.2.    The evaluee (concerned Employee)

3.1.3.    The evaluator’s supervisor (next level supervisor)

3.1.4.    Human Resources Department employees

3.1.5.    CEO

 

3.2.       No more than two reproduced copies of any evaluation will be made; one for dispatch to the Human Resources Department by the evaluator and one by the evaluee — if desired.

3.3.       Evaluations will be maintained in the appropriate Personnel folder and in corresponding sub-offices and in FO in a confidential file.

3.4.       No communication of any kind to any person regarding any facet of any evaluation will be made without the express consent of the evaluee except that which is stipulated in this directive by reason of procedural necessity.

3.5.       Access to an employee’s Personnel folder will be strictly limited to the employee, the employee’s immediate supervisors, the employee’s concerned, HR and CEO.

3.6.       By exposing the organization to the potential threat of legal action and its employees to embarrassment, violation of these rules of confidentiality clause may result in punitive action serious breaches may even result in termination from services from KHRS.

360o Degree Behavioral Feedback

  1. Process

1.1.       All employees are assessed on 360 degree behavioral feedback.

1.2.       Human Resources department will circulate the 360 degree nomination forms to all employees on which each employee will nominate ‘Ten’ reviewers as per following

1.2.1.         Two Seniors

1.2.2.         Four peers / colleagues

1.2.3.         Four Juniors

1.3.       Human Resources department will evaluate the nomination list and if necessary will amend / modify it.

1.4.       On finalizing the nomination list, Human Resources department will circulate the 360 degree behavioral feedback forms to the reviewers.

1.5.       The reviewers will fill the 360 degree feedback and send it back to Human Resources Department.

1.6.       Human Resources department is responsible for maintaining the confidentiality of the forms. No one is allowed to access the forms except designated HR personnel.

1.7.       HR department compiles the feedback of each senior management employee and compiles a comprehensive report.

1.8.       The results of 360 degree feedback are shared with the concerned employees in generic form (i.e. without naming the commenter) by Human Resources Manager as valuable feedback designed to assist employee.

  1. What is a 360° assessment?

2.1.       It’s a full-circle review of a person’s performance on the job. Instead of a single evaluation only from the boss, a person receives feedback from many sources. Sometimes 360°s are called multi-source or multi-rater assessments.

2.2.       The boss still gives input, but peers and subordinates of the employee also get involved in the evaluation process. Applying their individual observations and experiences, everyone involved brings different perspectives to the assessment. By this process management & employees receive a complete performance review of an employee which can go a long way in his future success.

2.3.       For participants, the feedback from multiple work associates is highly motivating. Used as a springboard for professional growth, the assessment can make a powerful impact on an individual’s career and a company’s success.

2.4.       The 360° assessment process is designed as an ongoing process that can be used at key intervals, usually annually, to monitor the progress of professional growth.

2.5.       360° feedback is strictly confidential process and all the employees involved in this process are required to maintain the confidentiality of this process.

  1. Why should WE use a 360° process?

3.1.       The process leads to better job performance, as participants use the 360° to sharpen their skills. As a consequence, productivity in the workplace increases, and a company enjoys more success.

3.2.       Experience shows that the 360° process is also an excellent method for establishing specific training needs.

  1. How does the 360° system work?

4.1.       Surveys are filled in by employee and his or her supervisor, peers and subordinates. Responses of peers and subordinates are kept entirely confidential.

4.2.       It covers competencies in the areas of

4.2.1.   Customer Service: Evaluator has to assess how good a person is in customer services and how well he/she treats coworkers, colleagues and subordinates.

4.2.2.   Teamwork: Teamwork is the concept of people working together cooperatively. The evaluator has to assess how well a person works in a team through a set of questions given in the 360◦ feedback form.

4.2.3.   Business & Individual Skills: This competency covers the individual’s knowledge & skill about the business. It shows how good a person is in making timely decisions, if that person coaches and develops others and is trustworthy, open, and honest etc.

4.2.4.   Professional and Technical Knowledge: This competency shows the professional/technical Expertise a person has. It covers traits like keenness to increases personal skills, knowledge, and technological know-how and Organizational abilities.

4.2.5.   Resource Management: This shows how effectively and efficiently an individual uses given resources to produce results.

4.2.6.   Drive for Results: This competency shows how an individual commits to and backs organizational goals, sets high standards for self and others, makes things happen – mobilizes whatever resources are necessary to get results.

4.2.7.   Leadership Traits: This trait shows if a person has the capability to lead, how actively he/she demonstrates alignment to organization’s culture, Supports team building, and adopts employee participation initiatives.

4.3.       Results from all of the surveys are compiled in a confidential feedback report. The report presents a balanced picture of perceptions about a person’s skills.

4.4.       At the end, the supervisor discusses the complete feedback with employee in a very constructive manner. Participants use the information from the feedback report to establish goals and fine tune ongoing action plans, levering their strong points and improving their skills.

  1. What are the advantages of a 360° feedback system?

5.1.       Everybody involved in the process benefits.

5.2.       Participants get a fairer, well-rounded impression of how their work is viewed by others. Applying this valuable information, they can take steps to continuously improve their effectiveness on the job.

5.3.       Supervisors get an overall perspective about a person’s skills and, consequently, develop a more accurate, on-target training plan for each individual.

5.4.       Peers and subordinates get an opportunity to share concerns, which helps them contribute to constructive changes in their work environment. At the same time, they can confirm positive behaviors that do not need attention.

5.5.       Team members can use the information to identify and prioritize team development needs. The process can improve their teamwork, increasing their ability to solve problems together.

5.6.       The organization can develop appropriate skills to consistently reflect company values. Continuous progress can be achieved through periodic reevaluations using the 360° system.

 

  1. 360° Feedback’s Benefits

6.1. You (the Participant—Self):

6.1.1.    Learn how a variety of others in the organization view your performance.

6.1.2.    Take advantage of the information by instituting an action plan for your development.

6.1.3.    Make continuous improvements to maximize your career and leadership potential.

6.2. Your Supervisor:

6.2.1.    Uses the results to support or help you in planning training and learning opportunities.

6.2.2.    Makes coaching more focused and effective.

6.2.3.    Provides appraisals that go beyond his or her personal perspective.

6.3. Peers & Direct Reports and Internal or External Customers:

6.3.1.    Play an active role in contributing to the development of others.

6.3.2.    Become more team-oriented through involvement in the assessment process.

6.3.3.    Experience increased job satisfaction by helping to initiate constructive changes.

  1. The Organization:

7.1.       Aligns employee performance with organization’s objectives.

7.2.       Achieves an environment of higher morale and increased commitment to excellence.

7.3.       Translates the improvements in professional skills to an increase in productivity.

 

  1. Business Problem to be solved:

8.1.       Feedback and increased communications will result in better management practices and reduced conflict which will increase productivity and reduce turnover.

8.2.       Improved teamwork will result in increased productivity.

 

  1. Possible Program Goals:

9.1.      Get managers to understand how others perceive them.

9.2.      Involve workers in developing their own assessment skills and goal-setting expertise.

9.3.      Opening more lines of communications (including customers and employees in a formerly top down process).

9.4.      A Management competency development tool.

9.5.      A management evaluation / assessment tool.

9.6.      A promotion / layoff qualification tool.

 

 

 

 

CHAPTER 28

Policy:                                     Grievance Resolution

Effective Date:                       June 1, 2014

Reference Policy:                    Labor Laws of Pakistan

 

  1. Policy

All staff is encouraged to promote harmonious relations with others but in instances where this is not possible KHRS provides a mechanism through which conflicts between staff and between Organization and staff are settled.

 

  1. Written Complaint

2.1.     An employee can initiate the grievance process by submitting a written complaint to his/her immediate supervisor. If it is the supervisor the employee is complaining against, he/she may submit the written complaint to the next level supervisor, HOD or directly to HR. Complaints against GMs may be submitted to CEO, who will investigate if so warranted.

2.2.     The written complaint should articulate the nature of conflict, potential historical reason, etc. In other words, the written complaint must provide enough and exact information on the issue.

 

  1. Investigation

3.1.     The supervisor should conduct an impartial investigation into the matter.  He/she conducts this in a confidential manner which allows all parties to present their side of the story.

3.2.     Conflicts that are not resolved will be heard by a grievance committee.

3.3.     A grievance committee will be appointed by HR as an investigation committee. Grievances that are not resolved with written complaint will be heard by the grievance committee and decisions of the committee will be binding on both parties.

 

 

CHAPTER 29

Policy:                                     Computer Use Policy

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

  1. Policy

It is the policy of KHRS to purchase and use standard hardware and software, while maintaining equipment for best possible use.

  1. Procurement

Purchasing the computer equipment is responsibility of procurement section and IS department is responsible for technical guidance. IS department should be involved in the selection of equipment and vendors to ensure that KHRS purchase quality equipment and obtains best possible after sale services.

  1. Maintenance of equipment

Equipment under warranty should be responsibility of vendor or supplier. IS Department will handle the maintenance of all out of warranty computer equipment. In case of any required support and service from any vendor, it will IS Department’ shall be the KHRS interface.

  1. Standard Software and Hardware

In order to ensure compatibility and adequate technical support, as well as taking care of legality of the issue, all software used at KHRS platforms must be legally licensed, including all programs included in the package provided by vendors. Similar care should be taken in purchasing of hardware and other related resources for KHRS that it should be licensed, standard and fulfill the copyrights requirements of state sponsored laws. Nobody is allowed to install any software or use pirated CDs on the office equipment.

  1. Equipment Movement

Movement of computer equipment from one place to another should be undertaken by IS Department only.

  1. E-mail address policy

The official e-mail address of KHRS is a legal property of KHRS and must only be used for official correspondence on behalf of KHRS. KHRS has all legal rights to curtail its illegal use or take necessary action against the employees taking disadvantage of this official facility. To control usage of this official communication instrument, certain policies will be followed by IS Department while in the initialization of e-mail accounts and their necessary use by KHRS employees:

6.1.     Casual workers and interns will not be given an email address.

6.2.     Temporary accounts will be discouraged/resorted to only in case of drive need.

6.3.     The number of email boxes will be minimized to lessen the load of data transmission through KHRS exchange server unless a high speed satellite link or dedicated line is available to enhance the communication speed.

6.4.     Email addresses are provided to user for communication to other organization to improve overall efficiency of organization. These are exclusively for official use. Users should try to avoid sending their personal emails (although it is not prohibited) through official medium.

6.5.     KHRS’s email address represents an organization and its usage should necessarily always be of official nature. Unnecessary or illegal use of KHRS communication instruments may lead to disciplinary action against offering employee.

 

 

 

 

CHAPTER 30

Policy:                                     Bereavement Policy

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

Purpose and scope

The purpose of this policy is about allowing permanent employee time off when a family member dies.

Policy and Procedure

Bereavement time is granted for making the funeral arrangements, attending the funeral and burial, paying respect to the family at a wake or visitation dealing with the deceased’s possessions and will, and any ancillary matters that the employees must address when a loved one dies.

When a death occurs in an employee’s immediate family, all regular full time employees may take up to two days off with pay to attend the funeral or make arrangements. The company may require verification of the need for the leave.

 

Immediate family defined for bereavement leave:

They are defined as an employee’s spouse, parents, stepparents, siblings, children, immediate nephews and nieces, step children, grandparents, father-in-law, mother-in-law, brother-in-laws, sister-in-laws, son-in-laws, daughter in-laws or grandchildren.

Terms and conditions:

Employees are entitled to bereavement leave with pay at the employee’s regular rate, for time lost from regular scheduled working hours.

 

 

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CHAPTER 31

Policy:                                     Daily Reporting time

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

Purpose:

KHRS food maintains work hours which are compatible with the departmental functions and the maintenance of effective work schedules.

Late coming has become an issue to the extent that morning briefing is hampered because of non-availability of officials. Therefore, the management has decided to implement this policy in letter and spirit and advice employees to follow the office timings.

Policy

  1. An employee is obligated to report for each and every day scheduled working day, to report on time and to complete all scheduled hours.
  2. Employees are strictly required to  come within the defined timings i.e. 9a.m , leave deduction policy against late reporting days will be strictly implemented.
  3. Late sitting is discouraged by the management. Employees are advised to finish their daily work and leave maximum by 6:00 pm. late working hours will not be considered as a reason for coming late in the morning. In case an employee has a reason to sit later than the advised time, he needs to get prior approval of his concerned HOD and give prior written intimation to Admin department.
  4. According to this policy, after every 3rd late reporting day one “annual leave” will be deducted from the balance of employee and if he/she has no annual leave balance, which will be treated as “Leave without Pay”.
  5. Office reporting time for Head Office is 9:00 am and 15 minutes grace period is allowed and in case an employee is late for more than 15 minutes, no concession will be given to him/her; the treatment will be done according to our set policy.
  6. Further, this is mandatory for all employees to mark attendance twice a day, once at the start of work day and then again at the end of work day.

 

 

CHAPTER 32

Policy:                                     Attire and Outlook Policy:

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

Purpose

The policy aims at promoting a respectable appearance that will enhance the overall professional performance of all members of our organization and will add to the company’s image.  KHRS’s expectations of appropriate employee dress may be described as “business casual”. In general, business casual means dressing professionally, looking relaxed yet neat and pulled together. Friday (and those who work on Saturday) may be observed as casual days, when jeans and a collared T shirt are allowed.

Policy:

Dress Requirements:

Employees don’t have to come formally dressed but have to follow smart/business casual. Even in a smart/business casual work environment, clothing should be pressed and never wrinkled. Smart casual will include:

  • Trousers: Not sporty or jeans (except casual days), but a well-tailored trouser.
  • Shirt: A simple, plain or patterned, pressed shirt should be worn. T shirts will be allowed only on Fridays; however these need to be collared. Shirts that carry words, terms, or pictures that may be offensive to other employees are unacceptable
  • Shoes: Dark color closed formal shoes are preferred, clean and in good condition. Joggers and Slippers or open shoes are not allowed at all.
  • Shalwar Kameez is allowed on any business day.
  • Grooming: Hair, moustaches and beards must be neatly groomed. Those who shave must shave regularly.
  • Meetings: On occasion of a meeting with an external stakeholder or clients, employees are required to dress up appropriately. For example if one has a meeting with banker who comes formally dressed, the employee should be dressed formally.  Likewise, Milk Collection and Dairy Services employees who are working in the field should be dressed appropriately. Office based Milk collection staff should follow the dress policy as if they are in the head office.

 

CHAPTER 33

Policy:                                     Clean Desk Policy:

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

  1. Purpose:

 

1.1The purpose of this policy is to establish a culture of security and cleanliness for all employees at KHRS foods

1.2 When desks are clean and all areas of the company are free from paper and clutter, the office looks clean and efficient.

1.3 People feel more comfortable in well-organized environment and guests will have a good impression of the company

1.4 It reduces the threat of security intent as confidential information will be locked away when unattended.

Policy

This policy states that at the end of the working day the employee is expected to tidy their desk.  Employee should make sure that no papers or other material is left loose on their desk when they leave the office.

This gives a very untidy impression of new office and depicts a lack of professionalism. Employee’s workstation should be properly organized at all times. In addition to the dedicated drawers and cupboard that each work station is equipped with, a separate record room is also available for management of record. Moreover, in/out trays have been provided at all workstations to ensure that each person organizes their work in a professional manner.

Department heads are required to ensure that their respective personnel strictly follow the ‘clean-desk’ policy and no lapses occur in this regard.

 

 

 

 

CHAPTER 34

Policy:                                     Anti-Discrimination and Harassment Policy

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

1.0 Purpose:

KHRS is committed to providing a work environment free of discrimination and/or harassment. We prohibit discrimination/harassment in the workplace, whether committed by or against managers, co-workers, customers, vendors, or visitors. We want you to work and develop in an environment that is respectful and productive. Workplace discrimination or harassment based on person’s race, color, ancestry, religion/sect, sex, nationality origin, age disability or generic information, appearance, political affiliation / opinion, marital status, language, or any other characteristic protected by law will not be tolerated

Harassment/Discrimination

Harassment/Discrimination is behavior that is unwanted, unreasonable and offensive to the recipient, which creates an intimidating, hostile or humiliating work environment for that person. There are various types of harassment which can occur at work, these can be based on:

  • Race, ethnic origin, nationality or skin color
  • Gender and/or sexual orientation
  • Religious or political convictions
  • Membership or non-membership of a trade union
  • Disabilities, illness, sensory impairments or learning difficulties
  • Age

This list is not exhaustive. 

Harassment can occur between people of the same sex or opposite sex.

 

Management and staff responsibility

All managers have a key responsibility in establishing and maintaining a workplace free from personal discrimination/harassment. All managers are directly responsible for the conduct of their staff. All employees are expected to comply with this policy and that it is the personal responsibility of each employee to ensure that inappropriate conduct does not occur.

2.0 Policy:

2.1 This policy shall include, but not be limited to recruitment, employment, promotion, demotion, transfer and compensation, selection for training including apprenticeship, layoff and termination.

2.2 KHRS is a merit oriented organization and merit alone is the overriding criteria for career progression.

2.3 KHRS expects that its employees, when and where ever these individuals are conducting KHRS business or participating in KHRS events or activities, shall maintain an environment free of discrimination, harassment or bullying at all facilities and job sites including but not limited to the head office, plants, regional offices, milk collection centers and related offices, etc.

2.4 Any violation of the policy should be immediately reported to immediate supervisor and the Human Resource department. Breach of policy will result in strict disciplinary proceedings against the offender.

 

 

 

Violation of directions & office discipline

 

It has been noted with displeasure that some of the functional/departmental heads conduct matters of business contrary to the advice/instruction/direction issued by their seniors, in particular the CEO. Please note that once an instruction is issued to conduct a matter in a particular manner, employees have only two choices, either to follow the advice as given (no changes) or go back to the issuer of the advice/instruction and propose an alternate course and take his/her approval on the proposed course. If the original instruction is reiterated, and employee’s proposition is not approved, actions must immediately be taken to implement the advice without making any changes. Employees must ensure a disciplined functioning of their assigned responsibilities as KHRS can afford no tolerance for actions that are taken against clear and explicit instructions. Any repeat of the behavior will be considered a serious breach of trust, and will attract penalties irrespective of the position held by an employee

 

 

 

 

 

 

 

 

 

 

 

 

CHAPTER 35

Policy:                                     Definitions and Acronyms

Effective Date:                       June 1, 2014

Reference Policy:                    HR Policies & Procedures

 

Unless the context requires otherwise, the terms as used in this manual will have the following meanings:

  1. “Appointment” means the acceptance case of an applicant of an offer of employment by an appointing authority (in case of KHRS, CEO & GM HR) and their mutual agreement as to the date of hire.
  2. “Appointing authority” is an official, team or committee having the legal authority to make appointments to positions in KHRS, or a person to whom, the authority has been delegated (in case of KHRS, CEO & GM HR).
  3. “Break in service” means any separation from KHRS service.
  4. “Band” is a group of positions sufficiently similar with respect to their duties and responsibilities that the same title may be reasonably and fairly used to designate each position allocated to that Level, substantially the same tests of fitness may be used, substantially the same minimum qualifications may be required and the same schedule of compensation may be applied with equity.
  5. “Base Station” of an employee means office of the KHRS where s/he is working on orders of the management;
  6. “Contract Employee” means a person employed in KHRS on short term contract as per terms and conditions laid down in the contract;
  7. “CEO” means Chief Executive Officer of KHRS
  8. “Competent/Sanctioning Authority” competent/Sanctioning authority in relation to the exercise of any powers, the authority designated.
  9. “Completed Year of Service” means period of twelve months from the date of continuous appointment in the Organizational and each successive period of twelve months.
  10. “Consultant” An individual/organization with whom KHRS enters into a Consulting Agreement for a specialized type of service or end product/deliverable to be completed within a specified period of time.
  11. “CV” Curriculum Vitae
  12. “Day” means a calendar day, beginning and ending at midnight.
  13. “Duty” means time spent on:
  14. Work assigned by the Organization
  15. Time spent on authorized travel/tour and leave; and
  16. Any extra work to be performed, under the orders of or with the permission of competent authority.
  17. “Demotion” is any movement of an employee to a level lower than the level previously held by that employee.
  18. “EC” Executive Committee means Senior Management Team of KHRS comprising all Direct Reports (General Managers and above) of CEO.
  19. “Eligible employee” means any person who is placed on an appropriate eligible list for certain company benefits.
  20. “Employee” is a person legally holding a position in the KHRS, performs work for 48 or less hours per week, is entitled to benefits and performs work that is the organizational mandate of KHRS.
  21. “Equal Employment Opportunity” KHRS recruits, hires and promotes employees and prospective employees on the basis of individual merit and without regard to race, color, religion, sex, ethnic origin, age, disability or other factors irrelevant to participation in the programs of KHRS. If you have a disability and identify yourself as disabled, Human Resources Department invites you to initiate the accommodation process, which may include submitting medical documentation and suggesting reasonable ways in which the work environment at KHRS can better accommodate your disability. Your submission of this information will be kept confidential except where necessary for job performance purposes such as working out appropriate working place, restrictions in activities, or problems of safety. For further queries or questions, you can direct your questions to your supervisor or HR Office.
  22. “Full-time employee” means an employee whose work schedule is equal to 100% of the full-time equivalency (FTE) established for the position.
  23. “Family” means the employee’s spouse and legitimate children, residing with and wholly dependent upon him/her.
  24. “FO” Field Office
  25. “Gender and Number” in this P&P Manual, wherever the context so admits and unless it is repugnant or inconsistent with the subject or context, male includes female, singular includes plural, and vice versa.
  26. “Human Resources (HR)” refers to the staff of the Department of Human Resources of KHRS.
  27. “Holiday” means a day declared as such, by order of the management and includes optional or government announced national/local holiday.
  28. “KHRS” Kumail HR Services
  29. “HO” Head Offices of KHRS at 149-K, Johar Town, Lahore, Pakistan
  30. “HRIS” Human Resources Information System
  31. “Incidentals” Expenses incurred during business travel such as drinking water, tea, toothpaste, over the counter medication, and/or any other daily use items of daily use.
  32. “Incidental Allowance” means a payment to an employee, in addition to other emoluments, to cover expenses incurred by him/her during the performance of officially assigned duties for any day during which s/he has to stay away from his/her base station.
  33. “Internship” An intern is a person who is temporarily engage by KHRS and whose primarily motivation is gaining on the job training and self-improvement.
  34. “IS” Information System
  35. “MC” Management Committee includes all EC members and remaining GMs and department heads who are not part of EC.
  36. “Misconduct” conduct prejudicial to good order or service discipline or unbecoming of an employee and includes any act on part of an employee to bring or attempt to bring political or other outside influence directly or indirectly to bear on the organization or any other employee in respect of any matter relating to the appointment, promotion, transfer, punishment, or other conditions of service of an employee.
  37. “Months” means calendar months.
  38. “PC” Personal Computer
  39. “Promotion” means advancement to a position which has a higher grade than the grade previously held.
  40. “Reference Policy Manual” the main source of this manual is global KHRS policies and procedures, customized to existing laws and regulations of government of Pakistan and local social, ethical and moral values.
  41. “Regular employee” an employee who has successfully completed probationary period for any position held during continuous classified service.
  42. “Re-employment” means appointment to a level for which a current or former employee has re-employment rights, because of layoff, seasonal separation, and permanent disability, reallocation, or restructuring of the employee’s position.
  43. “Salary band” is a term used to designate a salary for a level.
  44. “Sexual Harassment” This policy represents KHRS’s commitment to maintain a work place free from sexual harassment or unlawful discrimination of any nature.
  45. “Salary” means the amount drawn monthly by an employee as monetary compensation and includes.
  46. the pay, which has been sanctioned by the organization for him/her, and
  47. any other emoluments which be specially classified as a pay by the organization;
  48. “Transfer” means:
  49. A noncompetitive appointment in which an employee moves from one position to another position or related position to another office or department of KHRS; or
  50. A competitive appointment in which an employee moves to another position within KHRS in a higher ay/grade.
  51. “Service” means and includes the period during which an employee is on duty as well as on duly sanctioned leave;

 

 

ANNEXURES

  • CONFLICT OF INTEREST FORM
  • JOB DESCRIPTION FORM
  • PERSONAL REQUISITION FORM
  • POSITION PROFILE FORM
  • PRE EMPLOYMENT QUESTIONNAIRE FORM
  • INTERVIEW EVALUATION FORM
  • JOINING REPORT FORM
  • PERSONAL INFORMATION FORM
  • CONFIRMATION/EXTENSION OF PROBATION FORM
  • CLEARANCE REPORT FORM
  • FINAL SETTLEMENT FORM
  • EXIT INTERVIEW FORM
  • INSURANCE BENEFITS SUMMARY
  • LEAVE APPLICATION FORM
  • EXPENSE REIMBURSEMENT FORM
  • TNA (PDR FORM)
  • TRAINING EVALUATION SHEET
  • PDR FORM
  • 360 DEGREE FEEDBACK FORM
  • PROVIDENT FUND WITHDRAWAL APPLICATION FORM
  • EMAIL REQUEST FORM

 

AMENDMENTS